Sohail Khan

2x Founder | Chief Builder @TheBuildersC | Lifelong Learner

[Sohail Khan @Fractitious1]

Snapshot of the last 28 days across all social platforms.

Insta - 400k+ views
LinkedIn - 187k+ impressions
Twitter - 27k+ impressions
YouTube - 55k+ views

Not a creator, but should I start calling myself that now?

Lol.

[Sohail Khan @Fractitious1]

@arushimalviyaa How do they know?

[Sohail Khan @Fractitious1]

Software giants spend crores just to get into one small graph. 📊

That graph is Gartner's Magic Quadrant.

Gartner was one of many consulting firms in tech. So how did it stand apart? It built trust so strong that nobody could ignore it.

The Magic Quadrant sorts every vendor in a tech market into Leaders, Challengers, Visionaries and Niche Players. Today, enterprise buyers check it before shortlisting a vendor. If you're a B2B company launching in the US, UK or any global market, being on it can multiply your chances of getting evaluated.

Gartner became enterprise tech's judge, jury and executioner. That's B2B genius.

Send this to a founder selling to enterprises. 📤

#B2BMarketing #Gartner #EnterpriseSales #SaaS #GoToMarket

[Sohail Khan @Fractitious1]

Some shit that gets passed for marketing..

That too done by the founders.

Vanity metrics, I tell you..

[Sohail Khan @Fractitious1]

@sridharfyi Would love to know who all were finally selected for this one.

[Sohail Khan @Fractitious1]

Just when you thought you were doing well, some one else's numbers just fucks with your brain.

[Sohail Khan @Fractitious1]

Weird pangs happening.

Can't focus.

Fuck - coming back from a holiday and getting back to work is painful.

[The Builders Club @TheBuildersC]

Enterprise marketing, per @aniket_dtc of @LimeChatAI : events, PR and case studies from existing wins. Then fast responses and low friction once a buyer is interested.

Full episodes here:
Part 1: https://t.co/UzXwPBxJ20
Part 2: https://t.co/3GTBHOpTAf

[Sohail Khan @Fractitious1]

Two brothers from Amritsar bought Vijay Mallya’s failing business and turned it into a ₹10,000 Crore empire.

The year was 1991. Vijay Mallya’s Berger Paints was bleeding cash and collapsing because his entire focus was split between his luxury liquor and aviation ambitions.

Meanwhile, two brothers—the Dhingra brothers—had spent 15 years turning a tiny local paint shop into Russia's single largest paint exporter, even earning the title of "Export Kings" by Forbes.

When they stepped up to buy Berger Paints from Mallya, the company was three times larger than their own operations.

But once they took over the keys, they realized the real horror behind the curtain:

No Tech Infrastructure: The company lacked basic demand forecasting tools, causing massive inventory mismatches.

Financial Ruin: Cash management was entirely broken, to the point where employee salary distributions were constantly delayed.

Supply Chain Nightmares: They had exactly one manufacturing plant to cater to the entirety of India, creating massive logistics bottlenecks.

Most people would have written it off as a bad acquisition. Instead, the Dhingra brothers deployed three ruthless turn-around strategies:

The Cultural Shift: They stripped Berger of its slow, bureaucratic multinational attitude and converted it into a high-speed, agile Indian enterprise.

Extreme Ownership: To fix morale, they rolled out aggressive ESOP plans to old employees, shifting the mindsets of staff from mere workers to partial owners.

Hyper-Strict Cash Standards: They implemented draconian cash management policies to ensure every single rupee was accounted for and operational waste was entirely eliminated.

The result? One of the greatest corporate turnarounds in Indian business history.

Today, Berger Paints has crossed a ₹10,000 Crore annual turnover, solidifying its place as India's second-largest paint company.

It’s proof that you don't always need a revolutionary new product to win. Sometimes, fixing the fundamental operational plumbing is the ultimate competitive advantage.

[Sohail Khan @Fractitious1]

Sonnet 5.5 - medium

All the way!

[Rajesh Sawhney 🇮🇳 @rajeshsawhney]

M&M was once Mahindra & Muhammad.

Punjab National Bank was founded in Lahore (the heart of modern-day Pakistan) in 1894 by Freedom leaders Lala Lajpat Rai and Dyal Singh Majithia.

Hero MotorCorp, MDH, Apollo Tyres, India Gate Rice, & Karachi Bakery also have Pakistan origin.

[Sohail Khan @Fractitious1]

@sarvagya_kul Happens with all traditional hardware businesses.

Their opex will also be much higher, and margins much lower than you.

Balences out eventually.

Though, they are lower risk and have higher predictability.

[Sohail Khan @Fractitious1]

@aakashgupta So your take is to put the full podcast on twitter first?

[Sohail Khan @Fractitious1]

That's the way of the future.

Second braining and updating the versions to make your processes more optimal.

[Viraat @therealviraat]

skills are the new scripts

i am consistently updating my scripts or asking my agents to update skills based on quality of the output or changes to minor requirements.

[Sohail Khan @Fractitious1]

Delhi people do it just out of their sheer ego and willpower.

" Aise kaise nahi zinda rahenge... Kar ke dikhaenge "

[The Indian Idiot @theindianidiot]

"I'm honestly surprised we're still alive. I do not think this kind of air is suitable for human survival."

-- Dr Vijay Hadda, AIIMS Delhi's Lung Specialist, on Delhi's Air Pollution

[Sohail Khan @Fractitious1]

@Awwwchallllll They usually pay more though.

U should change your terms of engagement rather than give up on a good revenue funnel imho.

[Sohail Khan @Fractitious1]

Javed Jaffrey is (or could have been) India's Jim Carrey.

[Sohail Khan @Fractitious1]

@hellosimar We are doomed.