Where I came from.
I came to the United States as an immigrant. No connections. No safety net. No fancy last name. I had three hundred dollars in my pocket and a belief that was probably irrational at the time, that if I worked hard enough, doors would open.
My first pair of clothing in America was a one-dollar pair of jeans from a garage sale. I wore them for two years. I took two different buses to get to school, each way. There were days I didn’t have money for food. I remember eating a leftover slice of pizza that someone had left behind.
But I showed up. Every single day, I showed up. And that refusal to quit, that stubborn belief that persistence would eventually break through the walls, that became the foundation of everything I built.
What I built.
Twenty-five years ago, I founded InRhythm with a handshake and a network. No investors. No safety net. Just showing up and solving problems for people who had real money on the line.
Today, InRhythm is an 8-time Inc. 5000 company that has grown from zero to over $30 million in revenue. We have worked with Goldman Sachs, Fidelity, American Express, Amazon, and Mastercard, helping them build AI-native operating models that actually work. Not the kind of AI that gets announced in a press release and forgotten six months later, but the kind that reorganizes how decisions are made, how teams collaborate, and how the business operates.
What I learned in those boardrooms is this: enterprises do not want innovation. They want certainty. My job is to sell certainty to people who are terrified of uncertainty. And the way you do that is by showing up, delivering, and proving that you understand the stakes.
What I almost lost.
I built a $30M company on hypervigilance and control. Every decision ran through me. Every crisis needed me. Every client relationship depended on me. And for a long time, that worked. I was proud of it. I thought that was what being a founder meant.
Then the feedback started coming. Leadership turnover. People calling me abrasive. Team members who were talented and committed, but who couldn’t stay because the intensity was breaking them. I didn’t see it at first. I thought they just weren’t built for it.
But the feedback was clear, and it was painful. The same traits that got me from $300 to the boardroom were the same traits that were driving people away. I had to change. Not because I wanted to, but because the company I built was too important to let my ego destroy it.
I built a $30M company on hypervigilance and control. The same traits that got me from $300 to the boardroom were the same traits that were breaking people. The feedback was clear, and it was painful. I had to change.
Where I am now.
I am in Dallas now. Gunjan 3.0. The move wasn’t about running away from something. It was about stepping into the next version of myself, the version that can finally let go.
The transition from operator to visionary is the hardest thing I have ever done, harder than starting the company, harder than scaling it. Because it means trusting other people to carry the vision forward. It means building systems that work without me. It means accepting that the best thing I can do for the company I built is to step back and inspire instead of control.
And that is where AI-native operations come in. The same technology that is reshaping every industry is also the key to founder freedom. AI gives you the infrastructure to finally step back without everything falling apart. It gives you the leverage to scale your impact without scaling your stress.
Dallas is not a fresh start because the old one failed. Dallas is a fresh start because I am finally ready to become who I always was.
Beyond work.
I am a single dad raising two kids. That is the work that matters most. The kitchen table conversations, the school pickups, the moments when they ask me questions I don’t have answers to. Being a parent and being a CEO is the same job with different stakes. Both require presence. Both require letting go. Both require building people instead of controlling them.
I write about parenting because the lessons are universal. How do you inspire someone to become their best self without crushing them with your expectations? How do you create systems that support growth instead of constraining it? How do you show up every day, even when you’re tired, even when you’re not sure you’re doing it right?
The resume.
CREDENTIALS
- Founder and CEO, InRhythm (25+ years)
- 8x Inc. 5000 Fastest Growing Company
- Columbia Business School, CBS-LBS EMBA-Global
- Distinguished Alumni Guest Speaker, CBS Class of 2026
- Chair, NJ Commission on Science, Innovation and Technology
- YPO Member (New York, New Jersey)
- 15 years Master of Ceremony (events with 100,000+ attendees)
Press and Features
Press features and media appearances coming soon.
Awards and Recognition
Awards and recognitions coming soon.