In an exclusive interview with CRN India, Rajiv C. Mody, Chairman and CEO, Sasken Technologies, shares insights into the company’s significant growth and strategic direction. He discusses Sasken’s continued focus on product engineering, R&D services, and the emerging technologies shaping the future, such as AI, 5G, IoT, and cybersecurity. Mody highlights the company’s innovative “60 by 4 by 3” strategy, investments in future technologies, and the importance of talent retention through learning opportunities, transparency, and fostering a supportive work environment.
Could you please share with us on how has this year been for Sasken in terms of business growth?
This year has been excellent for Sasken, with consistent growth quarter after quarter. Our success is largely driven by the clarity around our 60 by 4 by 3 strategy, which focuses on scaling 60 key accounts to $4-5 million over a three-year period. This clarity has energised the team, empowering them to passionately drive growth, serve customers, and care for our people. As a result, we’ve seen great progress with customers and achieved our lowest attrition rate of just 7% in the last quarter.
Additionally, we’ve made strategic investments that are already showing momentum. We invested in Sasken Silicon, which is progressing well, and in Japan, where we expect positive results starting from Q4. We’ve also signed a letter of intent with Borqs, and we expect to finalise the SHA soon. Overall, we are pleased with the growth and are confident as we continue this journey.
Sasken has been a pioneer in product engineering and R&D services. How has the company’s strategy evolved to stay relevant in today’s rapidly changing technology landscape, especially with the rise of AI, 5G, and IoT?
Our strategy at Sasken is rooted in the world of silicon, as we are deeply embedded in product engineering. The use of silicon across various verticals is driving the innovations we see today. In the automotive industry, for example, cars have shifted from being primarily mechanical to becoming software-driven, with software now being the key component of modern vehicles.
We recognised early on that the next big shift would be in cloud and cognition. That’s why we adopted the “chip to cognition” approach, investing in these areas to stay ahead. Our focus remains on cognition, cloud, semiconductors, and sensors, as we see these as critical to the future.
Additionally, we continue to invest heavily in communications, including cellular, short-range, and satellite, as we are pioneers in this space. Communication is ubiquitous and essential, so we ensure we remain at the forefront. We’re also making proactive investments in large language models to drive this forward.
Ultimately, investing in the future and in people is key, and with that, success will follow.
As a leader with decades of experience, how do you ensure that Sasken continues to attract and retain top talent in the highly competitive tech industry?
I believe there are three key things that help us attract and retain talent at Sasken. First, we ensure the environment fosters continuous learning. If people feel stagnant and don’t have opportunities to learn, attrition is inevitable. Second, we create a supportive atmosphere. We don’t treat people as mere numbers, resources, or commodities. Instead, we treat them as individuals, respecting their preferences, and giving them opportunities that align with their interests.
We also emphasize accountability and performance fairness, not tolerating mediocrity. Transparency is a cornerstone of our approach, with clear, objective communication across all levels—no hierarchy. Over the last two years, we’ve expanded by collaborating with colleges, offering specialised training from the fifth semester onward, tailored to our industry. This investment ensures we nurture talent early, rather than relying solely on graduates.
Lastly, we focus on care and concern for our employees, which is reflected in our reduced attrition rates, something that’s not accidental and, I believe, sustainable in the future.
The product engineering and R&D services industry is witnessing significant disruption with emerging technologies. What opportunities and challenges do you see in areas like autonomous vehicles, edge computing, and digital transformation for companies like Sasken?
To stay competitive in the rapidly evolving product engineering and R&D services industry, particularly in areas like autonomous vehicles, edge computing, and digital transformation, we’ve adopted a focused strategy. We have a dedicated team whose sole responsibility is to stay on top of emerging technologies and assess their impact on our business. This team ensures we’re always at the cutting edge, constantly evaluating and adapting. The key is to always be on alert and responsive to changes.
What is your plan for Sasken Technologies in 2025, and how do you plan to position the company as a leader in the tech ecosystem on a global scale?
As for our focus in 2025, we’ll continue building on our current work, especially around cyber security. With the increasing connection of embedded devices, the potential for security vulnerabilities is growing, so we recently launched cyber security solutions, which will be a major focus. We’ve already seen real-world use cases where security issues had significant commercial impacts, so this area is critical. We’ll also continue investing in AI/ML, bringing more solutions to our customers, and forming more partnerships to enhance our offerings, because success in this space requires strong collaboration.
