What changed when Ramesh joined?

He started with the InfoGenesis product first, which took the longest to complete. Then he moved on to Visual One. We did not rewrite LMS, but we put some modern wrappers on it. In the early days, there was not really a grand strategy. Ramesh is not a strategy guy. You do not sit down with Ramesh and lay out a strategy—he thinks it is nonsense. He is a worker bee who works 24/7. He believes that hard work, high levels of activity, and getting things done will make everything else fall into place.

What changed when Ramesh joined?

Initially, there was no grand strategy to rewrite all of the solutions, layer in 20 other products, and create a go-to-market ecosystem. That happened organically. The initial strategy was simply to rewrite Visual One, InfoGenesis, the golf product, the spa product, and all these old legacy solutions. At the same time, we needed to find a way to keep sales moving north, not south, to keep the company viable and generating cash. That is what we did for most of the time I was there.

What changed when Ramesh joined?

When I left in 2024, the rewrites, modernization and new development efforts had not come to an end—they never do—but the bulk of that work had started to wind down. The company was transitioning more towards a sales and marketing-oriented focus than purely building software.