In reply to your questions, the impressive aspects of Sybrid begin with their lifecycle approach to product/service planning and implementation. This includes identifying competitive advantages that they can bring to the market. It also includes leading from the front, which not all organizations are known for. Last but not least, they bring a strong focus on skills training and quality assurance.

It would not be true, as you asserted, to say that I gained exclusive access. I’ve arranged and run similar BPO and voice programs from facilities in India and currently manage IP (intellectual property) that directly competes with Sybrid’s offerings. When your competitors respect and endorse you – that is an achievement.

In reply to your question about headcount, I recall this being discussed in the video interview above.

For future queries, I would first recommend gaining a better understanding of the industry, so as to forestall the self-inflicted embarrassments suffered above. Gaining such understanding can be accomplished without engaging in an adversarial, confrontational or accusatory approach.

The other contributors to the discussion above, as with the Sybrid managers who appear in the video — we are all professionals. We deserve to be treated as such.

If they cannot disclose revenues, why not at the least share the number of employees working in the company? It is a HR disclosure rather than a accounting disclosure and I don’t think that should be a problem.

In reply to your question about a relationship with Sybrid, the answer is ‘none.’ But I recognize a good operation when I see one.

In regard to disclosure of revenues, I stand by my previous statements that private companies do not normally disclose revenues publicly. Disclosures, if they occur, are often governed by confidentiality agreements.

There are two such agreements that I commonly employ to restrict disclosures of revenues, client/vendor identities and contract terms. One agreement contains heavy hammer provisions in the event that unauthorized releases of information are made.

Public companies often maintain similar disclosure prohibitions for revenue amounts, client relationships and contract terms.

The reason that publicly held companies disclose overall revenues is because their stocks (and often bonds too) are publicly traded. In the interest of reducing risks for investors and to promote equity in stock markets, governments maintain rules and accounting guidelines for releasing revenue numbers and revenue forecasts. Those rules still exist for private companies, minus the requirement that revenue numbers be released.

The absence of disclosures by private companies has spawned a niche industry in due diligence and credit ratings. Most due diligence and credit rating work is outsourced to third parties. The need for global talent for ratings work helped launch the outsourcing boom in India. The second commercial (merchant) call centre in that country undertook ratings service work as their primary specialty.

Some markets for outsourcing services are largely created by government requirements that businesses undertake certain activities. In the case of due diligence and credit rating services, these outsourcing specialties are fueled by the absence of government mandates.

It’s hard to argue your point in the face of an entire industry created and maintained to serve the opposite purpose. It earns good money for a lot of good people.

Nadeem Sahab mentoring is what i meant and the more people can come up and offer to help young people the better.

I fully concur with Rabia Sahiba. We cannot be expected to create the right kind of environment for our youth. That is the role of Government, educational institutions, research institutes and the like. We may be able to volunteer our time for mentoring, but even that should be on a case by case basis. I have a full-time job and a family as well.

I did not mean to be rude.

But since you brought it up, perhaps you can explain to Nadeem sahab what ecosystem you feel will be sustainable without the benefit of being incubated within the four walls (and years) of an educational institution. Students interact amongst one another and with, what is hoped to be the guiding forces for any industry, within their universities. Intellectual capital that is fed to the students is actually the responsibility of the industry – the university is nothing more than an incubating ground..

Asking the industry to play full time teachers simply cannot be a sustainable model unless you involve the more pertinent stakeholders.. Mentors, as you must have also experienced, cannot be available full time.. The support system you are talking about has to be initiated with the assistance of the institution..

Keeping this in mind, what do you suggest?

Is it not your job to ask these questions? When will you stop doing happy talk on your show?

Just don’t waste my time. You are giving me the same folksy inanities that we often see spouted on ‘In the Line of Wire’.