I’m Kunal Madan, the multilingual founder of Amarra, a seasoned professional in finance, e-commerce, data analytics, and maintaining client relationships with expertise in driving SEO strategies and managing high-value portfolios.
Company: Amarra
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company
Kunal Madan: Thank you for having me, it’s a pleasure to be featured in ValiantCEO Magazine. My name is Kunal Madan and I’m the founder of Amarra, a company that specializes in finance and e-commerce. With my background in finance, including a bachelor’s degree from the University of Portland, and extensive experience in investment portfolio management and e-commerce strategies, I lead Amarra with a focus on advancing client relationships, operational efficiency, and leveraging data analytics to drive business growth.
Our firm, based in the New York City Metropolitan Area, provides a suite of services designed to help our clients manage their financial assets wisely and position their e-commerce ventures for success. Combining my expertise and passion for finance and technology, I founded Amarra to bridge the gap between traditional financial management and the digital marketplace.
Before embarking on this journey with Amarra, I spearheaded various initiatives, including founding USAPromDress.com, an endeavor that honed my skills in SEO and online platform management, significantly increasing its visitor traffic. In the finance sector, I have a proven track record, recognized for excellence at Fisher Investments and as a Portfolio Manager at the University of Portland Investment Association, handling a sizable stock portfolio and adding over $150 million in assets while collaborating with high net worth clients and major U.S. custodians.
At Amarra, we’re committed to providing our clients with meticulous attention to detail, extensive market knowledge, and innovative strategies to navigate the financial and digital market landscapes effectively.
How has your approach to leadership evolved to meet the changing expectations of today’s workforce, especially regarding remote and hybrid work?
Kunal Madan: As the founder of Amarra, my approach to leadership has had to evolve substantially to meet the demands of modern workforce trends, particularly with the adoption of remote and hybrid work environments.
Initially, my management style was heavily influenced by my experiences in finance and e-commerce, where both client relationships and data analytics played pivotal roles. I learned early on that transparency, accountability, and clear communication were vital in managing operations and client expectations effectively. These principles have become even more critical as we’ve shifted to remote and hybrid work structures.
With the rise of remote work, I’ve placed a considerable emphasis on ensuring that communication channels remain open and that all team members feel connected, no matter their physical location. I’ve implemented weekly virtual team meetings and one-on-one check-ins, which are pivotal for maintaining team cohesion and ensuring that everyone is aligned with our goals. Utilizing software tools like Microsoft Office and Outlook for organized communication and QuickBooks for financial management has been paramount to our effectiveness in a hybrid environment.
Maintaining a strong company culture is another aspect I’ve focused on. Recognizing that remote work can sometimes lead to feelings of isolation, I’ve established virtual social events and interactive sessions. These not only bolster team spirit but also provide informal opportunities for team members to collaborate and innovate.
Moreover, I’ve had to become more flexible and trusting, placing greater emphasis on outcomes rather than traditional office hours. This shift has involved rethinking performance indicators and prioritizing results and the quality of work over mere presence. This approach has proven to engage team members and has resulted in higher productivity levels and job satisfaction.
I understand that work-life balance is essential, now more than ever, and I’m committed to supporting my team in achieving that balance. Lessons from managing a diverse investment portfolio have taught me that like financial assets, each member of my team has unique attributes and contributes differently to the success of our organization. Just as diversification strengthens a portfolio, a diverse and empowered workforce strengthens our company.
What specific strategies have you implemented to foster Diversity, Equity, and Inclusion (DEI) within your organization?
Kunal Madan: Throughout my career, I have been actively committed to fostering Diversity, Equity, and Inclusion (DEI) in every workplace environment I’ve been a part of, especially at Amarra. At Amarra, we started by integrating DEI at the core of our corporate values and made sure it reverberated through every aspect of our operations—from hiring practices to client interactions.
Firstly, we implemented a blind recruitment process, removing names and photos from resumes to minimize unconscious bias. This ensured that we were focused on the skills and qualifications pertinent to the job. Recognizing the importance of diverse perspectives, we made it our goal to assemble a culturally diverse team, capable of navigating various markets with insight and sensitivity.
Continuously educating our team on DEI issues was another crucial strategy. We facilitated regular workshops and training sessions to address subconscious biases, gender dynamics, cultural competency, and to promote inclusive communication practices.
To propel equity, we performed regular salary audits to ensure pay equity across genders, ethnicities, and other demographics. We also established clear, merit-based paths to advancement within the company, which were transparent and accessible to all employees.
Translating DEI strategies to customer experience, we adopted a client approach that respected and acknowledged the diverse backgrounds of our client base. By understanding their unique needs and cultural specifics, we built stronger, more trusting relationships.
Additionally, we initiated partnerships with diverse suppliers and vendors to build an inclusive supply chain and supported minority-owned businesses. It was vital for us to create an ecosystem that not only empowered our internal team but also extended those values into the community where we operate.
To ensure accountability and continuous improvement, we instituted a DEI committee responsible for monitoring our practices and outcomes. This committee, which I personally oversee, is tasked with keeping us in check and advancing our DEI objectives by providing regular updates to our staff and proposing new initiatives.
In essence, through a combination of structural policy integration, ongoing education, and a commitment to equity and representation, we have nurtured a culture at Amarra that not only espouses DEI values but actualizes them in measurable, impactful ways.
How do you keep your team engaged and motivated in a workplace culture that increasingly values flexibility and work-life balance?
Kunal Madan: Given my background in finance, e-commerce, and company management, I am acutely aware of the importance of a motivated team. My approach to keeping a team engaged and motivated, particularly in an environment that prizes flexibility and work-life balance, is multifaceted.
First off- I focus on clear and transparent communication. My team at Amarra knows that they can come to me with any concerns or ideas, and that their input is not just welcomed, but crucial for our shared success. This open-dialogue approach fosters an environment of mutual respect and coherence with the organization’s goals.
I am a strong advocate for goals and results-oriented management rather than simply tracking hours. This aligns with providing flexibility, as it allows team members to work in a way that suits their individual lifestyles and maximizes their productivity.
I also invest in professional development opportunities for my team. By encouraging learning and growth, I aim to not only improve our business but also ensure that team members feel valued and see a clear path for career progression.
Work-life balance is integral, so I implement and respect boundaries. I try to lead by example by taking time off when needed and encouraging my team to do the same. Regular check-ins help me to monitor workload and ensure that no one is overwhelmed.
Lastly, recognition is vital. Whether it’s the successful use of innovative data analytics tactics or reaching a milestone in client relationships, I always highlight and celebrate achievements. This positive reinforcement helps maintain high levels of morale and motivation.
What do you see as the biggest challenges in preparing for the future workforce, and how are you addressing them?
Kunal Madan: One of the biggest challenges in preparing for the future workforce is understanding and integrating the rapidly evolving technological landscape within our industries, especially in finance and e-commerce where I’ve focused much of my career. The pace at which new software and data analytics tools are developing is both an opportunity and a challenge to ensure that our team remains at the forefront of the industry.
To address this, I focus on continuous learning and adaptation. At Amarra, we prioritize staying updated with the latest trends and technologies in e-commerce and finance. This means dedicating time for ongoing education and training for all our staff. For example, we regularly host workshops and bring in experts to train our team on new software and analytical methods.
Another challenge is maintaining a dynamic company culture that embraces change and innovation. It’s essential to foster an environment where creativity is encouraged, and failure is seen as a stepping stone to success. In my role at Amarra, I strive to lead by example, encouraging open communication and collaboration across the team to inspire innovative thinking.
We are also focusing on diversifying our skill sets within the company. Given my background in language skills like English and Hindi, we are leveraging linguistic diversity to operate more inclusively and to expand our client base. Furthermore, my experience in account management and client relationships helps us prepare a workforce that’s adept at not just managing operational necessities but excelling in customer engagement and satisfaction.
How has the shift toward digital and remote collaboration affected your company culture, and what adjustments have you made to maintain a strong, cohesive team?
Kunal Madan: The shift toward digital and remote collaboration has been a significant change for our company culture at Amarra. Originally, our culture thrived on face-to-face interactions, spontaneous brainstorming sessions, and the in-person dynamism you typically find in a start-up environment. When the shift came, we realized that maintaining a strong, cohesive team required a deliberate approach to remote work.
One of our primary adjustments was to invest in a robust suite of collaboration tools. This ensured that communication remained seamless and that everyone could contribute to discussions, regardless of their location. We adopted a policy of regular video meetings, which not only keep our projects on track but also help preserve team bonds and enable us to read non-verbal cues that can be lost in written communication.
We’ve also introduced more flexible working hours to accommodate the different time zones and personal circumstances that come with remote work. This required a shift in how we measure productivity—away from time spent at a desk to outcomes and deliverables. To support this, we’ve bolstered our project management tools and techniques, focusing on clear goal setting and accountability.
In terms of culture, we’ve taken steps to make sure our team feels connected not just professionally but also socially. We organize virtual hangouts and celebrate milestones together online. These nurture the camaraderie that’s always been a part of Amarra’s ethos.
