SUSHEE PERUMAL, B.ENG, MBA
Leading MaxSold since launch as President and CEO, a high growth end-to-end B2C eCommerce Marketplace in the Senior Services industry, and national, cross-border expansion.
Achieved Financial Times Americas' Fastest Growing 500 Companies (50%+ compounded annual growth rate) and several lists including Globe & Mail Top 300.
There are no silver bullets. Nothing can replace the execution vision that's compounded over years of accumulating 1000s of hours of wisdom through learning and action. The learning comes from trial and error, and iterating through experiments to drive continuous innovation and results. I have accumulated a considerable number of lead bullets, which are actually weapons in my hands, as I execute with extreme tenacity and passion with a vision.
What's the return on investment (ROI) of a piano for John Elton? $10s of Millions. Similarly I see tools and ideas with a similar lens. I execute on those tools and ideas as "weapons of growth" to drive significant ROI.
These "weapons of growth" amassed so far are levers in marketing, technology, inbound and outbound sales, recruiting talent, offshoring, outsourcing and vendor relationships, PR, raising investments and project management. I serve a "magic cocktail" of those skills to propel massive growth with a fraction of the financial resources most companies typically would have to deploy, and way faster. Why is that? I work smart, I work hard, I don't stop - evenings, weekends, holidays - those concepts don't exist in my world.
This is how I built MaxSold to a company that now does nearly $20 Million in annual sales. I owe my success to my background experience, the founders (who had the idea, deep industry knowledge and trusted the idea to me to execute). Angel investors and friends/family believed in me enough to invest in the execution of the idea as I progressed through small and large wins. I also couldn't have done this without the early employees who joined MaxSold when the pay was mediocre, the workload (and their boss) was (and is still) a crazy high. I owe a lot to the team and my mentors who helped navigate the company through a staggering number of hurdles. After all, "Smooth Seas Do Not Make Skillful Sailors" - John P. Weiss
I equally owe my success to people who advanced my knowledge either directly by mentoring me, or indirectly training me through their books, podcasts and conferences. These people are experts who've taken companies public, exited through Mergers & Acquisitions, held C-suite positions at Fortune 500 companies.
I also owe my success to the failed airline I launched. The experience was humbling. The lessons learned on always having a beginners mind, being resourceful, executing on critical-path activities and being cash efficient are serving me well. (Without my pilot's license and access to a Cessna I couldn't have quickly expanded MaxSold with 100s of employees and partners on the ground - the 1970 era Cessna 182 is like having a time machine. I look forward to a series of upgrades all the way to a Gulfstream Jet to achieve a vision to serve customers globally.)
Stress testing skills to drive growth is how I continue to advance. Speaking at events and mentoring is another way I synthesize my learning. I've spoken at Google Growth events in Toronto, presented alongside Microsoft at an Artificial Intelligence conference in Chicago and led Innovation and Scale-Up panel discussions.
I need mentors - to learn from and to share my experience as I continue my journey, and using what I've learned in going from $0 to $20 Million in annual run rate to a Billion.
I got this far as I'm always trying to "qualify for my job", and trying to qualify is something I've taken with me throughout my professional and personal life. The ability to learn and execute faster than competition is the only sustainable competitive advantage.
“I didn’t come this far only to come this far.” - Jesse Itzler