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New Delhi: The <keyword id="21833060" type="General" weightage="20" keywordseo="Fintech-ecosystem" source="keywords">Fintech ecosystem</keyword> of the country now cumulatively valued at over USD 100 billion, is at a pivotal stage of evolution, with the potential to create two to three times its current value over the next decade, as per a report by <keyword id="20058186" type="General" weightage="20" keywordseo="BCG" source="keywords" meta.keywordsubtype="org" meta.entityname="BCG" meta.hostid="269" meta.entityid="BCG">BCG</keyword> and Z47. The report highlighted that India remains one of the top three global Fintech destinations, with the ecosystem witnessing exponential growth across all levels. It added that over the past four years, the number of <keyword id="22974213" type="General" weightage="20" keywordseo="Minicorns" source="keywords">Minicorns</keyword> (valuation at least USD 1 million but less than USD 1 billion) in the country has increased by 3.5 times, while the number of <keyword id="19944451" type="General" weightage="100" keywordseo="Unicorns" source="keywords">Unicorns</keyword> and Soonicorns (startup that is growing quickly and has the potential to become a "unicorn" valued at USD 1 billion) has tripled. The report noted that in 2023, the country's Fintech market achieved a revenue size of USD 25 billion, marking a 56 per cent year-on-year growth which is a remarkable contrast to the global Fintech growth rate of just 13 per cent during the same period. However, the report also added that despite generating over USD 100 billion in value within the last decade, Indian Fintechs are still considered to be in the "middle" phase of their development, especially when compared to traditional incumbents who have created USD 600 billion+ in value over 30 to 50 years. The report mentioned that now the growth and the further expansion of the fintech ecosystem in the country is expected to come from the Tier 2 cities where majority of the Indian population resides. "With 63 per cent of the Indian population outside the top cities, huge opportunity exists to serve Bharat with next wave of penetration expected to come from Tier 2 cities" the report added. As Fintechs mature, profitability has become a central focus across the sector, with over 40 per cent of founders and CXOs (Chief Experience Officers) prioritizing unit economics alongside market expansion. Those preparing for or currently undergoing the IPO process are increasingly emphasizing governance, investment in infrastructure, and security. The report noted that in a recent survey of over 60 executives from top Fintechs, the majority cited market share expansion and growth as key priorities, especially for early and growth-stage companies. Post-IPO stage Fintechs, however, are placing greater emphasis on profitability and investments in technology, infrastructure, and security. "Mature Fintechs preparing for or in the IPO journey are emphasizing governance, investment in infrastructure, security Across survey of 60+ Executives of top Fintechs, market share expansion &amp; growth emerged as priorities for early and growth stage" added the report. Notably, the report stated that the profitability outlooks are improving year-on-year across all segments, with Neobank and InsurTech showing the most significant positive shifts since 2022. However, the industry is not without its challenges, particularly in the realm of cybersecurity. Over the past two decades, more than USD 20 billion has been lost to cyber and digital attacks.

Minicorns, Unicorns tripled in USD 100 billion Indian fintech ecosystem: BCG, Z47

Almost one in five of India’s future unicorns drop off the race as funding winter bites

<ul><li>The September quarter of 2023 saw a total of 40 deals valued at $1.7 bn, which is a fall of 30% in value terms.</li><li>A total of 30 private equity deals were executed in the BFSI space, cumulatively valued at $566 million.</li><li>Investors show preference for credit-based financial companies with strong profitability metrics, but are still hesitant to make new investments until they gain more confidence. </li></ul> <keyword id="2023017" type="General" weightage="20" keywordseo="Unicorns" source="Orion">Unicorns</keyword> are likely to become scarcer as the funding winter is nowhere near over. The go-go days of private equity investments may be well behind us going by quarterly data on deals. With two of the biggest private equity players not committing any money to India’s startups this year, both volume and value of deals are on the downswing. The September quarter of 2023 saw a total of 40 deals valued at $1.7 bn, which is a fall of 30% in value terms. Private equity investors are looking at exits rather than investing in new businesses. However, investor interest is holding up in the banking and financial services sector. In the last quarter, a total of 30 private equity deals were executed in the sector, cumulatively valued at $566 million. Among these transactions, fintech claimed the spotlight with a 30% share in terms of deal volumes, even though sequentially value and volume showed a dip. However, banking and non-banks rule the charts with respect to values, contributing a 77% share in overall investments. According to the <keyword id="131240" type="General" weightage="80" keywordseo="grant-thornton" source="Orion">Grant Thornton</keyword> Bharat Financial Services Dealtracker Report, volumes have seen a 23% decline, from 52 deals last quarter. The slowdown is only seen in private markets as public markets continue to shine bright, with India outperforming other emerging markets in the region this year. According to the Dealtracker Report, investors are showing interest in credit-based financial companies with strong profitability indicators, but they are still hesitant to make new investments until they gain more confidence. Vivek Iyer, Partner, National Leader Financial Services Risk Advisory, Grant Thornton Bharat, said, “As we navigate a landscape marked by increasing interest rates and global inflation, the balancing act of central banks becomes crucial to maintaining economic stability. The recent pause in interest rate hikes in India’s monetary policy meetings reflects this cautious approach, especially in the face of global uncertainties and geopolitical factors. What stands out is the evolving investment trend, with private equity funds focusing on primary investments in fintech, banks, and NBFCs, particularly in areas where capital defines growth Strategy.” It is apparent that investors are now looking at profitability and sustainability of the business model. According to Grant Thornton, investors are no longer chasing growth and valuations. Instead they are looking for clear and achievable paths to profitability. Mergers and Acquisitions landscape: The <keyword id="101447" type="General" weightage="20" keywordseo="ma" source="Orion">M&amp;A</keyword> landscape witnessed 10 deals at $1.1 billion. While volumes fell by 9% from the previous quarter, values saw an upsurge of 2047%. Domestic mergers accounted for 60% of the volumes, while cross-border transactions, particularly in the inbound sector, contributed to 60% of the values in the M&amp;A activity. The top deal was Rapyd Financial Networks Ltd.’s inbound <keyword id="30334" type="General" weightage="20" keywordseo="acquisition" source="Orion">acquisition</keyword> of PayU Payments Pvt Ltd for $610 million. Private Equity (PE) landscape: According to Grant Thornton’s report, trends point to a build up of investor interest in fintech, banking, and non-banking financial company (NBFC) sectors. In the last quarter, a total of 30 deals were executed in the PE sector, cumulatively valued at $566 million. This marks a 27% and 76% decline in volumes and values respectively as compared to the previous quarter. Among these transactions, fintech claimed the spotlight with a 30% share in terms of deal volumes. However, banking and NBFC segments took center stage with respect to values, contributing a 77% share. Bain Capital’s investment of $176 million was the top deal in the PE landscape. While private equity funds have been actively involved in exit strategies across various segments, data suggests a renewed interest in fresh investments. Rather than pursuing new acquisitions, most PE funds have been channeling their capital into existing investments, bolstering their positions and financing expansion initiatives in the evolving financial landscape. Initial Public Offering Activity: Two IPOs were launched, collectively valuing a substantial $186 million, marking a change in comparison to the previous quarter when no IPOs were observed. Further, the quarter saw three QIPs amounting to an impressive $1.2 billion. Notably, the banking sector played a dominant role in the QIP market, contributing a significant 54% to the overall QIP values for the quarter. This uptick in IPO and QIP activity shows a growing investor appetite and interest in the sector’s offerings. Global investors are showing increased interest in financial services, particularly lending- focused businesses, due to elevated global interest rates. Key areas for credit growth in India include affordable housing, MSMEs, and education. The insurance sector is also poised for growth with regulatory changes and global standards gaining prominence, although substantial investments are yet to come. Fintech remains attractive to investors, but data privacy, influenced by the DPDP Act, 2023, will significantly impact the financial services sector, particularly fintech companies, prompting a re-evaluation of their operational strategies.

Deal Tracker: PE investments fall by 30% to $1.7 bn in September quarter, BFSI rules the roost

234-year-old company EID Parry is only a tad more valuable than year-old  unicorn GlobalBees

Total funding raised by <keyword id="17404081" type="General" weightage="20" keywordseo="mom-and-baby-care-startups" source="Orion">mom and baby care startups</keyword> and companies was $418 million in 2022, a plunge of 80 per cent from $2.1 billion in 2021, a report has shown. <keyword id="17404082" type="General" weightage="20" keywordseo="Mom-Baby-Care-companies" source="Orion">Mom &amp; Baby Care companies</keyword> in the US have raised $5 billion till date, while those in China and India raised $2.8 billion and $1.4 billion, respectively, according to Tracxn, a leading global SaaS-based market intelligence platform. The drop in funding is majorly due to the absence of late-stage investments. Seed-stage funding in Q1 2023 fell 21 per cent as against Q1 2022 but jumped 444 per cent from Q4 2022. Early-stage investments in the first quarter of 2023 rose 158 per cent when compared with Q4 2022, but dropped 64 per cent from Q1 2022, the report noted. The sector attracted investments worth $21 million in Q1 2023, compared with $3.86 million in Q4 2022 and $26.5 million in Q1 2022. "The space is seeing minimal or no activity in terms of unicorns and IPOs. In 2022 and 2023 till date, no new unicorn companies were created in this space," the report mentioned. No IPOs have taken place in 2023 so far, while 2022 witnessed one company and 2021 witnessed two companies going public. In terms of funding, <keyword id="17404084" type="General" weightage="20" keywordseo="Gamified-learning-platforms" source="Orion">Gamified learning platforms</keyword> for Pre-K children is the top-funded business model in the last two years in this space, followed by Online Retailers and Breast Pumps. 500 Global, Techstars and New Enterprise Associates are the most active investors in this space till date. IPV, Angel List and Techstars are the top seed-stage investors and Innoven Capital, Andreessen Horowitz and Sequoia Capital are the top early-stage investors, while Sequoia Capital, General Atlantic and IPGL are the top late-stage investors in the last two years. The pandemic accelerated the growth of the Mom &amp; Baby Care space, giving rise to innovation in this segment. The rise in the working class population with a higher disposable income, is also a supporting factor for growth in this space, said the Tracxn report. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/auto/news/tata-motors-posts-net-profit-of-5408-crore-in-q4-beats-estimates/articleshow/100189259.cms">Tata Motors posts net profit of ₹5,408 crore in Q4, beats estimates</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/corporates/news/adani-hindenburg-row-sc-hints-at-granting-sebi-extension-on-probe-report-to-decide-on-may-15/articleshow/100185994.cms">Adani-Hindenburg row: SC hints at granting SEBI extension on probe report, to decide on May 15</a>

Funding into mom & baby care companies plunges 80%, no new unicorns

<ul class="summary-list"><li>Jack Altman is stepping back as Lattice CEO, the HR software startup he cofounded eight years ago.</li><li>He tells Business Insider that he wants to return to building at the early stages of a company.</li></ul>Jack Altman is the second <a target="_blank" href="https://www.businessinsider.com/sam-altman-ousted-fired-openai-ceo-chatgpt-maker-2023-11">Altman brother to drop the CEO title</a> in the last month — but this time, it's of his own accord. Earlier this week, Lattice announced it was bringing on a new CEO — former Salesforce executive Sarah Joyce Franklin — and that Altman would step down from his role and become executive chairman, eight years after founding the human-resources software startup.These past few years, Jack Altman, who is <a target="_blank" href="https://www.businessinsider.com/sam-altman-openai-chatgpt-worldcoin-helion-future-tech-2023-4">Sam Altman's</a> brother, led the enterprise unicorn through a period of rapid expansion, largely fueled by a tight labor market and rise of remote work, and then a restructuring as businesses — and Lattice's would-be customers — reined in their software spending. Now, Lattice is preparing for a new phase of <a target="_blank" href="https://www.businessinsider.com/allbirds-cofounder-startups-profitable-before-going-public-ipo-2023-11">sustainable growth</a>, according to company insiders.In an exclusive interview with Business Insider, Altman said he fell out of wanting to run a late-stage startup these past few years, as the challenges and scope of the work evolved. He told us he plans to return to his first love: the earliest stages of company-building."I love early stage — it's always what I've loved — and I happened to add another love," he said, referring to Lattice.He said he felt a "first inkling" of wanting to move on during the '"highest of highs," when the company was blitzscaling in 2021. He says as a company scales up, "the role of a CEO just changes dramatically."But the passion fizzled and he started to look for a successor after realizing he wasn't going to be able to give his "absolute everything to the company." A former employee of social commerce company Teespring, <a target="_blank" href="https://www.businessinsider.com/startup-paying-employees-100k-to-start-company-2021-12">Altman helped found Lattice in 2015</a> and built it into one of the most valuable startups in the human-resources space. The pandemic spurred a surge in demand as employers grappled with a changing workplace, catapulting Lattice from a luxury to a service seen by some people leaders as essential. In the heady days of 2021, Lattice <a target="_blank" href="https://www.businessinsider.com/hr-tech-startup-lattice-raises-series-f-funding-triples-valuation-2022-1">tripled its valuation</a> to $3 billion in a $175 million funding round.<h2>Lattice's crucible moment</h2>The funds largely paid for a new product that took a year and a half to develop, and reimagines how companies use Lattice. For most of its life, the company focused on point solutions — tools used to fix a particular problem — for tasks like performance reviews and workforce surveys. Then, in September, it launched an all-in-one human-resources information system — a database that collects and sorts all of the important information about employees, and feeds the right details to those point solutions and third-party apps. In time, the move may turn out to be the company's saving grace.Sales have slowed amid a dire situation in startup land. Companies that raised funding in 2021's frothy market <a target="_blank" href="https://www.businessinsider.com/silicon-valley-fears-exctinction-event-startup-failure-rate-increase-2023-6">have less than 12 months of runway</a> in the bank. They're going back out to raise their next round, <a target="_blank" href="https://www.businessinsider.com/late-stage-startups-vc-lack-funding-forced-shut-down-2023-10">facing venture funds less willing to write checks</a>. And so executives are ruthlessly cutting costs to survive."Every CFO in the world is out there right now looking at every single software expense and just pruning," Altman said.For Lattice, the slowdown forced its own hard decisions. In January, the company laid off 105 employees, mostly recruiters and salespeople, ensuring the company "builds with efficiency and financial health more prominently in mind," he wrote in a <a target="_blank" href="https://lattice.com/blog/ceo-jack-altmans-email-to-lattice-employees">blog post</a> at the time.In her new role, Franklin will be responsible for shepherding the company through a crucible moment for business tools, as savings-savvy executives take a closer look at the money they're spending on software. They <a target="_blank" href="https://www.businessinsider.com/2024-tech-trends-predictions-top-vcs">will try to negotiate costs</a> for services they want to renew, cancel others, and consolidate vendors. For Lattice, the silver lining is rising demand for services that bundle lots of point solutions, like Lattice HRIS."We had always known that the long-term path included being the system of record," Altman said. "In some ways, it's lucky that there's a downturn and that we have this [HRIS] because it's more important now. We'd still be better off — as all software companies would be — if we weren't in a downturn. So it kind of cuts both ways."<div type="image" title="Jack Altman is stepping down as chief executive officer of Lattice and has named Salesforce executive Sarah Joyce Franklin as his successor." height="1996" width="2661" msid="105994068" hostid="261"></div>The company is now charting a <a target="_blank" href="https://www.businessinsider.com/hinge-health-ipo-2024-physical-therapy-startup-profitability-2023-10">course to profitability</a>, according to Lattice CFO Gabe Cortes. The strategy includes spending less to acquire new customers for its more mature products and putting more resources behind growing the full-stack solution.Altman says the company doesn't need to fundraise right now. It's pulled in $330 million from investors to date and has "plenty of cash" in the tank, he added. Even as growth slows, the company is still generating revenue that covers a growing share of its expenses."The burn is reasonable and coming down," Altman said. "Hopefully we don't need to fundraise ever."<h2>Leadership shakeup</h2>Franklin is far from the only new face in Lattice's upper ranks.Lattice has quietly reshuffled the executive suite this year. A closer look at its website team page reveals the changes: It promoted Stephen Poletto, head of engineering, to chief technology officer in February; in March, it hired Eric Schuchman as chief product officer and Stan Massueras as a general manager overseeing its international business; Elizabeth Walton Egan arrived in May to take over the role of chief marketing officer. And previous CFO Josh Brown left this fall as Cortes, who previously worked in finance at Workday, stepped in.Altman's Lattice cofounder, Eric Koslow, left in 2022 to pursue a new venture in the video content-creation space.According to Altman, the shakeup marks a successful transition of <a target="_blank" href="https://www.businessinsider.com/comparably-large-companies-highly-rated-leadership-teams-2022-7">executive teams</a> for the first time in the company's eight-year history. He said some of the outgoing executives wanted to join earlier-stage companies or start their own; some of them may have stayed in their positions longer than they ordinarily would have because business was taking off in the post-pandemic tech boom.<h2>Lattice isn't exploring an IPO</h2>Slowing growth. Focus on profits. New leadership. Some people might suggest these changes all-together indicate that Lattice may be bracing itself to <a target="_blank" href="https://www.businessinsider.com/a-lackluster-return-for-tech-ipos-2023-9">go public when the market reopens</a>. The company wouldn't be the first to supplant its founder with a more seasoned executive who can ready the firm for a public offering. The board of Instacart replaced founder and chief executive <a target="_blank" href="https://www.businessinsider.com/instacart-founder-apoorva-mehta-ipo-2023-9">Apoorva Mehta</a> with Fidji Simo of Facebook following a messy dispute with investors.However, Altman denied that a public offering is imminent. Lattice, which was last valued at $3 billion, is a much smaller company than software firms like <a target="_blank" href="https://www.businessinsider.com/instacart-klaviyo-profitable-lead-tech-ipo-revival-2023-8">Instacart and Klaviyo that took the plunge</a> this year, says Altman. The <a target="_blank" href="https://www.businessinsider.com/a-lackluster-return-for-tech-ipos-2023-9">market's tepid response</a> to those offerings has likely deterred other candidates from wading into the markets.Lattice is not yet <a target="_blank" href="https://www.businessinsider.com/allbirds-cofounder-startups-profitable-before-going-public-ipo-2023-11">profitable</a>, which has emerged as a key ingredient for going public."There are certain markets you would IPO Lattice into right now," Altman said. "This is not one of 'em."Got a tip? Contact Melia Russell at mrussell@insider.com or through text or encrypted messaging app Signal at 603-913-3085.

Jack Altman led his software unicorn Lattice through blitzscaling and a restructuring. Now he's stepping back at a crucible moment for tech.

<ul class="summary-list"><li>Elite recruiter Deepali Vyas has seen top executives sabotage job prospects with avoidable mistakes.</li><li>Common errors include outdated LinkedIn profiles, poor networking, and generic applications.</li></ul>After nearly 25 years of <a target="_blank" href="https://www.businessinsider.com/top-recruiters-hiring-staffing-tech-job-wall-street-headhunters-2024-4#deepali-vyas-korn-ferry-1">headhunting</a> for the corporate elite, I've seen it all. From Fortune 500 CEOs to unicorn startup founders, I've placed hundreds of CEOs, CFOs, chief technology officers, and other <a target="_blank" href="https://www.businessinsider.com/dream-job-cost-relationships-suffered-ambition-monster-excerpt-2024-6">top-tier executives</a> in career-defining roles.But here's the kicker: even the most brilliant minds in business can fumble the ball when it comes to <a target="_blank" href="https://www.businessinsider.com/how-to-land-dream-job-interviews-tech-founders-advice-career-2022-12">landing their dream job</a>.Let me pull back the curtain on the 10 most cringe-worthy mistakes I've witnessed. These mistakes have cost exceptional candidates their shot at the corner office.<h3 id="01b31734-9d7d-4e9d-822a-1b99e58ad1e8">1. Digital ghosts: The LinkedIn lurkers</h3>In today's digital jungle, there's nothing more infuriating than trying to stalk — I mean, research — a candidate only to hit a virtual brick wall. Or worse, stumbling upon a <a target="_blank" href="https://www.businessinsider.com/linkedin-cringe-how-to-post-new-job-hiring-resume-2024-3">LinkedIn profile</a> so outdated it might as well be carved in stone tablets. I can't count how many times I've asked, "Why are you making me Google you?" It's 2024, folks. Your digital presence is your first impression. Neglect it at your peril.Pro tip: Your online presence is a critical part of your personal brand and should be cultivated throughout your career.Keep that LinkedIn profile current and compelling, actively engage with industry content to showcase your expertise, and invest in a high-quality, <a target="_blank" href="https://www.businessinsider.com/linkedin-photoshoot-for-the-perfect-profile-photo-2022-8">professional headshot</a>. Remember, your digital first impression should scream "executive material," not "casual Friday at a family reunion."<h3 id="01cdd6be-27e3-40dc-80ea-601b584e1183">2. The 'I know everyone' syndrome</h3>You'd think C-suite execs would be networking ninjas. But I've seen too many candidates rest on their laurels, assuming their existing Rolodex (yes, some still have those) is enough. News flash: the business world moves fast. If you're not constantly <a target="_blank" href="https://www.businessinsider.com/how-to-network-for-new-job-microsoft-vp-hr-explains-2024-6">expanding your network</a>, you're falling behind.Pro tip: Treat networking like a vital organ — it needs constant care and attention to keep you alive in this game.Attend industry events, join new professional groups, and for the love of all that's holy, accept those LinkedIn connection requests.<h3 id="6ab63d55-962c-44fd-8f42-6f751b18b820">3. The copy-paste catastrophe</h3>Nothing makes me cringe harder than receiving a generic résumé or cover letter. Yes, even for C-level positions. I once had a candidate send me a cover letter addressed to the wrong company. Ouch.Pro tip: <a target="_blank" href="https://www.businessinsider.com/how-to-tailor-your-resume-for-job-applications-2021-10">Tailor every single application</a>.Show me you've done your homework on the company, the role, and the challenges they're facing. Generic applications scream, "I'm not that interested," even if you are.<h3 id="7f4db01b-bee2-4952-8f2f-e8e227fad6c1">4. The 'I'll wing it' wipeout</h3>Imagine this: A tech giant CEO walks into an interview for a dream role, confident they can charm their way through based on past glories. Thirty minutes later, they're stumbling over basic questions about the company's recent pivot. I've seen it happen, and it's not pretty.Pro tip: <a target="_blank" href="https://www.businessinsider.com/how-prepare-job-interview-applicant-questions-google-recruiter-2023-11">Prepare like your career depends on it</a> — because it does.Know the company inside and out. Be ready to discuss its challenges and opportunities and how you'd tackle them from day one.<h3 id="09157da7-4a6a-42dd-94b8-cdc8837de399">5. The nostalgia trap</h3>War stories are great at the bar, but not so much in an interview. I've watched brilliant execs spend 90% of an interview reliving their glory days, forgetting to connect those experiences to the challenges of the role they're interviewing for.Pro tip: Use your past wins as a springboard to discuss future strategies.Show how your experience has prepared you for the company's next big challenge.<h3 id="a68ab8f7-25ec-4935-aa7d-223f8678d0f5">6. The EQ fail</h3>Technical skills get you in the door, but <a target="_blank" href="https://www.businessinsider.com/how-leaders-can-build-emotional-intelligence-2021-2">emotional intelligence gets you the job</a>. I once had a candidate — a brilliant strategist — who managed to insult the interviewer's management style within the first 10 minutes. Needless to say, they didn't get the job.Pro tip: Soft skills matter, especially at the top. Show empathy, active listening, and adaptability.These traits often outweigh technical prowess in leadership roles.<h3 id="14e086dd-95d6-455f-ae0c-9c9738d66829">7. The salary stumble</h3>Even seasoned execs can trip over <a target="_blank" href="https://www.businessinsider.com/how-to-bring-up-salary-questions-in-job-interview-2020-11">the compensation question</a>. I've seen candidates lowball themselves out of insecurity, and others demand outrageous packages out of hubris. Both approaches are recipes for disaster.Pro tip: Do your research. Know your worth, but also understand the market. Be prepared to discuss total compensation packages, not just salary.To ensure you don't undersell yourself, start by flipping the script and asking the company what salary range they have in mind. Try saying, "I'm thrilled about this opportunity and confident in the value I bring. What salary range do you have in mind for this position?"For some executives, time is money. Skip the drawn-out haggling and be ready to dive into the total compensation package, covering base salary, bonuses, stock options, health benefits, retirement plans, and other perks.And please, leave the negotiation tactics you used to buy your last car at home. I once had a CFO candidate hesitate over $3,000 in a $3 million package — that's a big mistake! It makes you appear shortsighted and unprofessional.<h3 id="6c336a1d-6550-4b79-bffb-a8b23b0512ef">8. The culture clash</h3>Here's a hard truth: Most executive placements fail because of <a target="_blank" href="https://www.businessinsider.com/sc/how-to-research-company-culture-during-job-interview-process-2021-11">cultural misalignment</a>, not competence. I've placed technically brilliant CEOs into companies where they lasted less than a year because they were like oil in water.Pro tip: Ask probing questions about decision-making processes, communication styles, and company values. And be honest with yourself about whether you'll thrive in that environment.Culture fit is not about whether you'll be best friends with everyone. It's about aligning your working style and values with the company's.<h3 id="3b0720da-842a-4d43-aee4-a95c2cc08a0d">9. The follow-up faux pas</h3>The interview isn't over when you walk out the door. I'm amazed at how many executives neglect the crucial post-interview period. No <a target="_blank" href="https://www.businessinsider.com/how-to-write-follow-up-email-after-job-interview-2017-4">follow-up email</a>? No additional insights sent over? It's a missed opportunity to stand out.Pro tip: Send a thoughtful, personalized thank-you note within 24 hours.Use the note to reinforce key points, address concerns, and demonstrate your continued enthusiasm for the role.<h3 id="0c8c67be-fca1-46e4-a56b-120591354dad">10. The bridge burner</h3>The executive world is smaller than you think. I've seen candidates ghost companies after multiple rounds of interviews or <a target="_blank" href="https://www.businessinsider.com/how-to-turn-job-rejection-offer-ask-feedback-email-template-2021-4">respond poorly to rejection</a>. Remember, today's rejected offer might be tomorrow's dream opportunity.Pro tip: Maintain professionalism at all times.Respond graciously to rejections. If you're turning down an offer, do it with class. You never know when paths might cross again.<h3 id="be00b230-7873-4f8a-a5e7-b78d0c18815c">The bottom line</h3>Even the brightest stars in the corporate galaxy can dim their own light with these cringe-worthy mistakes. After nearly a quarter-century of placing top executives, I've learned that the difference between landing a dream job and being passed over often comes down to these seemingly small but crucial details.Remember, at the C-suite level, you're not just being evaluated on your past achievements or technical skills. You're being scrutinized for your potential to lead, inspire, and drive the company forward. Every interaction, from your LinkedIn profile to your thank-you note, is a chance to demonstrate that potential.<a target="_blank" class="" href="https://www.kornferry.com/about-us/consultants/deepalivyas">Deepali Vyas</a> is a Senior Partner at Korn Ferry. She is a seasoned executive-level advisor and consultant with over 24 years of experience, specializing in placing world-class talent.If you're a recruiter with unique advice for job seekers and want to share your story, please email Tess Martinelli at tmartinelli@businessinsider.com

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Minicorns, Unicorns tripled in USD 100 billion Indian fintech ecosystem: BCG, Z47

ANI

Almost one in five of India’s future unicorns drop off the race as funding winter bites

Katya Naidu

Deal Tracker: PE investments fall by 30% to $1.7 bn in September quarter, BFSI rules the roost

Malini Bhupta

234-year-old company EID Parry is only a tad more valuable than year-old unicorn GlobalBees

Vaamanaa Sethi

Funding into mom & baby care companies plunges 80%, no new unicorns

IANS

Jack Altman led his software unicorn Lattice through blitzscaling and a restructuring. Now he's stepping back at a crucible moment for tech.

Melia Russell

I've been a recruiter for the corporate elite for 25 years. These 10 mistakes can cost even the most brilliant candidate their dream job.

Deepali Vyas

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