Engagement with AlreadyBuilt


In our startup journey, there have been quite a few milestone. Today is another such occasion.

Gyrix is proud to announce our engagement with AlreadyBuilt as an Implementation Partner.


Founded in 2016, AlreadyBuilt is a Startup from Sydney, Australia. It is a B2B marketplace to buy and sell commercially proven solutions with the moto of “Wheel reinvention prevention”.

During our journey at Gyrix, there were many instances where new clients had similar requirements as to the ones that we had already developed for some other client earlier. Due to IP and copyrights limitations, we could not pass on the benefits to the new clients and they had to invest in re-developing the same solution from scratch. We had realized a gap in the market, but could not find an immediate solution.

Soon enough, we came across Mr. Dane Eldridge’s profile on Linkedin, saw something interesting listed there and quickly scheduled a call. We both were excited to learn about each other’s profile and depth of work. There was an immediate synchronization of thoughts. Gyrix shared additional information to qualify through AlreadyBuilt’s stringent on-boarding process. After few weeks of deliberation, AlreadyBuilt confirmed Gyrix as the first ever off-shore Implementation partner.

This engagement opens up new opportunities for both the companies and provide a definite win-win. We wish AlreadyBuilt and it’s team all the Success together !

Pain of a Considerate Employer – Unprofessional employee


This is a story of how inconsiderate and unprofessional employee wreak the goodwill that well-intentioned Entrepreneurs want to build through their culture.

After working at an MNC for 2 years with financial bond, we were clear that at our company we don’t want to keep a bond. Despite the overwhelming suggestions from senior entrepreneurs with experience of the work culture and mindset of the work force in Indore, we were very sure that Gyrix will never bind an unwilling team member just for the sake of it. It is better to let the person go rather than stay without adding value to the company and himself.

The objective was to build a free and open culture with minimum obligation from the team members. Hence we have kept the employment conditions simple: Minimum employment expectation of 1 year. If the candidate leaves before 1 year, we won’t (and cannot) stop him. But we would not be giving Salary Slips, Experience letter and will not entertain reference calls. Fair enough, right ?

We had selected a fresher, let’s call him Mr. Prabhas (name changed), through our normal recruitment process and gave an offer in Oct 2015. He accepted the offer. Being a company with limited resource we did not perform background checks.

Prabhas showed promise with his technical skills. Internally, we chalked a grooming plan for him and assigned challenging projects. He delivered on many of our expectations. He lacked in following instructions and processes but we provided feedback and suggestions on how to overcome them.

As things progressed, we had to assign him to a really difficult project but on a supposedly “inferior” technology – PHP. He was unwilling to switch technology despite the functional and managerial exposure he would get on the project. We suggested, if he does justice to this project we will consider his technology change request soon.

Then the pain started !

Prabhas started working on the project with no application of thought and heart. He was taking longer to work on very simple tasks and it was baffling that a good performer suddenly had so many issues in delivery.
We still persisted with him on the project, gave him the required guidance and occasional reprimanding wherever necessary.

We were struggling to match the delivery expectations and on 21 June 2016 Prabhas informed that he is selected in a company, wants to leave before completing 1 year and will not be able to complete one-month’s notice period. He wanted release on 10th July 2016. We were fine with him leaving but needed to decide on the release date. We informed that he will get a confirmation on the resignation on 22nd June 2016.
Internally, we identified a resource for the project and decided to release Prabhas earlier i.e. by 30th June 2016 and he should purchase the remaining notice period of 20 days. The Knowledge Transfer will be managed in 8 days.

Then things started to go from bad to worse.

In the meeting on 22nd June 2016, we informed him about our decision. He asked what will be the implications if he does not come from the next day, 23rd June 216. We were shocked !
We said as a professional courtesy, you need to give bare minimum time to the company to manage project continuity. It reflects on his professional etiquette for asking to serve 20 days of notice period on one day and on the very next day decide to leave within 2 days.

We tried to enquire the reasons for such sudden changes and below were the factors:

  • The package in the new company was much higher. Joining that company early means getting an extra week of salary with higher package
  • Supposedly, the company has promised him to give the experience letter of 10 extra months, for the period when he worked with Gyrix
  • Supposedly, the company has also promised to purchase the notice period

To be clear, we are completely fine with the tactics of the company. These are common practices and there are no objections to it.

What was revealing to us is the blatant misuse of our open policies by Prabhas. A professional with good ethics and courtesy would have negotiated on the notice period and agreed to a compromise.

Furthermore, it was Prabhas’s arrogance that striked us. He enquired about the possible actions that Gyrix will take in case he discontinues from 23rd June. We listed salary, legal and public declarations of his actions as possible options. Then it started getting interesting !

He informed that he has already broken a bond with the second biggest Indian IT company and no action was taken on him. So what will Gyrix, a 20+ strength company, do.
Before joining Gyrix, he had a offer from another MNC because did not join them also because they had a bond. He joined Gyrix because we have no bond and he is joining the next company also because they have no bond.

“Then it started dawning on us – the problem is much bigger than the symptoms we were seeing”

We were experiencing the pain behind the suggestions given by the senior entrepreneurs. If they are reading this, they will have a smug grin on their faces saying “I told you so !”

However, introducing bond to captivate the team member still does not appeal to our vision. It will be like beating the stick after the snake has crawled away.

So what are the options in front of us.

  • Pursue him legally and set an example for the current and future team members of not being so arrogant about the opportunities they have
  • Hold off the salary – a materialistic step but significant to a person who is chasing money while compromising on Ethics
  • Public declaration of his actions that might impact his future employment

We have decided to do all the above and more in this particular case.

To be sure, Prabhas is not the only person in history to do this and will certainly not be the last. His actions may not be the worst case scenario to happen between an employer and employee. So why are we pursuing this so much ?
The answer lies in our vision of creating an open and fair company which treats the team members with respect, but also expects and deserves the same level of respect from them.

Prabhas is not willing to respect his obligations towards the company and we are not the ones to take punches lying down. We are going to retaliate and retaliate hard !

Postscript: After another team member started working on Prabhas’s project, we found out all the intentional issues created by Prabhas while working on it. Fortunately, due to the processes set at our company, we have avoided any impact on the client and are able to continue working on it properly. But the malicious intent is clearly visible from his actions. We are taking additional efforts to identify other such issues induced by him to safeguard ourselves and our clients.


Shubham Akodiya

10 reasons why employees join companies but leave bosses!!!

10 reasons why employees join companies but leave bosses!!!


Corporate Maze

Corporate life is said to be a labyrinth, loaded with lots of systems and processes, most of which are never understood by anyone. On the flip side, it is as amazing as any of the entertainment channel, with lots of gossips and food for thought. Then why the corporate are witnessing an ever increasing attrition rate? Companies like Walt Disney and Google even after providing every single amenity required for an employee, like better work environment and amazing salary packages, are having attrition rate. Of the many factors that came out as a result of a survey, one of the major reasons why an employee quit a job is the senior authority.  Some bosses are demanding, while others are too intense, some are motivators and real team players, while others are strategic thinkers etc..etc..

Major reason behind a surprising survey result is that bosses play a vital role in the job span of an employee.  As per the research, 34% of employees point their managers as one of the reason of their resignation. Of this 31%, 13% said that their supervisors lacked in respect/ support, 9% said that their boss lacked in leadership skills, 4% said that supervisor had poor employee relation, 4% said that their supervisor displayed favoritism and 4% said that they were not recognized for their contributions.

A boss has an invisible impact on the life of each and every employee working in his  organization.

There are various things bosses do, that ruin the organization and make people quit:

  1. No challenging responsibility:Most employees dream of moving up and doing something more meaningful and challenging. Managers who never provide their team members with opportunities to take on complex assignments or learn new skills are sure to build resentment and prevent team members from reaching their potential.
  2. Believing authority flows from a title:Employees may give new managers the benefit of doubt, but any real authority a leader has over his subordinates evaporates quickly unless he earns his team members’ respect. Managers who bark orders and expect blind obedience are sure to drive away their best employees.
  3. Not providing feedback: Adequate material compensation is critical to employee satisfaction, but so is giving employees a sense of professional accomplishment and growth. Effective managers achieve this by providing ongoing feedback and expressing their gratitude for quality work. Ineffective managers leave their employees steeped in frustration, confusion and doubt.
  4. Avoiding dirty work:Employees have a phrase for bosses who consistently foist undesirable work on subordinates. It’s called power-tripping. The most respected managers are willing to chip in and occasionally help out with the most dreaded tasks.
  5. Being unapproachable:Perhaps managers are intimidating, aloof, too quick to criticize or unable to hold confidence. Whatever the cause, those who are unapproachable typically lack a clear understanding of their employees’ strengths and weaknesses, share little about themselves and don’t know how their team members feel about important issues.
  6. Misuse their power: Boss uses power and authority to dominate staff, ostensibly to get the job done. They also use covert tactics to meet his or her objectives, demonstrated in how he handles information, motivates others and ensures compliance. When bosses abuse their power they bring down morale, create turnover, incur grievances and cost the company money in lost productivity.
  7. Monetary valuation of employee’s sentiments: A manager thinks that an employee gets motivated only by perks and compensation as appreciation. Due to which they don’t give proper feedback to them and for good work and to motivate them, they, rather than providing them their time try to motivate them by offering perks and incentives.
  8. Micro Management: Manager breathes down his employees’ neck by paying extreme attention to small details. It gives an impression that the employees are not capable enough to perform the tasks, as such, he tends to make his own decisions without allowing them to take. He does not seem to place confidence in his employees or in their good qualities. When the qualities, like, fairness, truth, honor or ability are not recognized, employees begin to lose their passion and hopes for the future. And this loss of hope is exacerbated by the state in which they are micromanaged constantly.
  9. Overly critical nature: While praise doesn’t necessarily boost performance, it is an important antidote to counteract the negative effects of criticism. And that negative effect is substantial.Research shows, for example, that having a boss who berates them is one of the reasons 66 percent of employees say their work performance declined and 78 percent report that their commitment to the company declined.
  10. Emotional instability/ Flipping nature: Flipping nature of boss causes lot of problems. Their emotional instability causes problems and due to this, an employee is never able to understand them, at one point they are happy and at the other point they are shouting like hell on employees and blaming them for everything happening over there. Their flipping nature makes sure that the employee is as sad as they are.

So next time, you decide to leave a company just because of your nasty boss, think twice, talk to your boss, share with him your issues, there is lot that gets solved with proper communication. Try your best if you really want to work, but still if the things does not work out, there are better companies and of course better people.

The Gyrix Story


Sharing with you Gyrix story will be a fascinating experience and at the beginning you would feel that it is kind of a Bollywood story, where two people met, liked each other, were very compatible and .. they lived happily ever after…and yes of course! like any other Bollywood movie, their story too had some flip sides. 

But a big NO, because Gyrix was not an outcome of the meeting of two soulmates, rather it was a meeting of two like-minded people who thought that it is better to have your own small company and making it big, rather than working with a big company and remain a small part of it. After all, it is the way you think that makes all the difference.

The duo- Rashmirathi and Kunal, met in Mumbai, way back in 2007 during their summer internship training with a big IT conglomerate and coincidently shared the same room in the hostel too.  The room witnessed their endless discussions regarding their future aspirations, what exactly they want from their life and how they wanted to be architects of their own destiny.

Rashmirathi, though happy with his job and was sure of the learning and growth opportunities that the company will offer in future, still wanted to be on his own, to explore the world of immense opportunities ahead and to live his dreams.

Kunal, on the other hand, was a fresh graduate and wanted to learn the art of management, so he left his job, and went on to pursue his MBA from one of the finest MBA institutes in India.

The story does not end here, though on separate paths to realize their dreams, Rashmirathi and Kunal were never separated as friends. While Kunal was busy learning management, Rashmrathi came back to his hometown, the city of Nawabs, Bhopal to materialize his future plans. Back in Bhopal, Rashmirathi had some family responsibility to be fulfilled, and his family needed him close to them, not at a far-away place like Mumbai. Rashmirathi thought of Indore as the most suitable location, as it served both purpose, located close to Bhopal and was also conducive to start a business. So, after zeroing down Indore, he started with a very small set-up of web App development and PHP training.

Though the physical setup of company took place in 2012, Rashmirathi and Kunal always had the plans of barging into the world of Entrepreneurship, they were committed to each other, so while Rashmirathi did the initial setup, Kunal joined him while on his summer internship and contributed in things like hiring, training, marketing etc, which he continued even after going back to Mumbai to finish his MBA. After becoming a management graduate, Kunal too became the full-fledged co-cofounder with Rashmi and from friends they became business partners too. They worked day and night to establish their company from the grass root level, they implemented whatever their alma mater has taught them and applied their learnings that they received during their stint with the IT Company and established what is today known as ‘Gyrix Technolabs’.

If there’s anything that’s consistently true about launching a startup, it’s that very little will be consistently true and applicable forever. Both Rashmirathi and Kunal learned this the hard way. They realized that even if you put all your time, energy and faith in your business plan, it would still have its ups and downs, the plan might need a modification, sometimes the whole idea will go for a toss, new factors can arise that illuminate parts of your business operations and a small downturn will have a serious impact on your spirit. But these were the experiences that they gained on their path towards taking Gyrix to a level, where it is today and believe that they still hold true.

The Gyrix Story saw a new dawn, and from a very small setup the company metamorphosed into a big company, shifted to a new campus and grew to a team size of more than 20.

Let us wait for the story to unleash further…