Tech entrepreneur and CEO Dean Guida knows there’s a limit to what you can build with grit alone. At sixteen, Dean bought the first IBM PC and fell in love with writing software. He received a bachelor of science degree in operation research from the University of Miami. After graduating, he was a freelance developer and wrote many systems for IBM and on Wall Street. At twenty-three, he started Infragistics to build UX/UI tools for professional software developers.
Seemingly overnight, Dean had to go from early internet coder to business operator—a feat that forced him to learn some of business’s biggest lessons on the job. He immediately began navigating the nuances of scaling a company, hiring and growing teams, and becoming a leader, a manager, and a mentor.
Fast-forward thirty-five years, and Dean’s tech company now operates in six countries. More than two million developers use Infragistics software, and its client roster boasts 100 percent of the S&P 500, including Fidelity, Morgan Stanley, Exxon, Intuit, and Bank of America. And he did all of this without ever taking a cent from investors.
Company: Infragistics
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
Dean Guida: I’m the Founder and CEO of Infragistics, a tech company based in Cranbury, New Jersey, which provides UX and UI toolkits for enterprise applications. Our tools are used by over two million developers around the world to create high-performing apps across all kinds of platforms, whether it be on cloud, web, mobile or desktop.
My journey in tech began when I was 16. I worked extra hours to buy an IBM PC, which I used to teach myself how to code as well as the nuances of computer systems in between school, work and sleep. My passion for software continued through my time at the University of Miami while I was working towards my bachelor’s degree.
After graduating, I spent the first two years of my career as a freelance developer for big names like MetLife, IBM, and various Wall Street firms. It was during that time that I started building what would become Infragistics. Fast forward 35 years to today, and we’ve grown into a global operation with clients that include all of the S&P 500 companies, such as Fidelity, Morgan Stanley, and Exxon.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
Dean Guida: Since Infragistics’ inception, we’ve faced numerous challenges, many of which came from within our own industry. In tech, today’s newest product can be obsolete in a few months. From the dot-com bubble in the late 90s to the rise of the Internet and the launch of the iPhone, major events in technology’s evolution forced us to rethink our products, the needs of our customers, and the direction of our business.
One of the key lessons we’ve learned in navigating these disruptions is the importance of staying true to our core mission and values—our “North Star.” When faced with disruption, the natural reaction might be to scramble for quick fixes that don’t necessarily align with the company’s long-term vision. But we’ve learned to hold fast to our strategic plan, ensuring that every decision we make is consistent with our core purpose. This approach provided us with a sense of stability and purpose during turbulent times, while still allowing us the flexibility to adapt when necessary. And by balancing our commitment to our mission with the need for agility, we were able to not just survive these challenges but emerge stronger and more focused on our long-term goals.
How has a failure or apparent failure set you up for later success?
Dean Guida: In the early days of Infragistics, we had merged with a struggling competitor that we believed would catapult our business to a much bigger market. While it seemed like the perfect move at the time, we suddenly found ourselves quickly draining cash. In mere months we hit rock bottom with $618 in the bank and $580,000 in monthly bills.
I was in full-blown crisis mode, trying to keep the company afloat by doing everything myself—coding, pitching, cutting my salary, you name it. But despite all my efforts, the situation was getting worse, and I was burning out fast. That’s when it hit me: our company had grown, and the processes we had in place didn’t carry over well to managing a business at our new scale.
This realization forced me to rethink how we operated. I knew we had to evolve beyond my old ways of handling things—to learn new strategies and implement better processes. This became a turning point and it drove me to develop what I call a “vNext Business” approach, which is all about constantly evolving and adapting to stay competitive.
So, even though our near bankruptcy was incredibly challenging, it ultimately led us to build a more resilient and agile company. It taught me that sometimes the worst moments are the best teachers, pushing us to innovate and improve in ways we never would have otherwise.
How do you build a resilient team? What qualities do you look for in your team members?
Dean Guida: We’ve found that trust is the cornerstone of any high-performing team. It’s the glue that holds people together, especially when challenges arise, and encourages open communication that allows employees to work together—even if they have different perspectives. This foundation of trust not only strengthens team dynamics but also positions the company to thrive in a competitive marketplace.
We also prioritize a learning mindset when building our teams. We want individuals who are curious, driven to expand their knowledge, and committed to personal and professional growth. Our recruitment process reflects this, with interview questions designed to assess a candidate’s passion for learning, such as asking what books they’ve read or what new skills they aim to acquire. We also encourage our employees to continuously develop their professional skill set through personalized coaching and continued education, which we financially support. This way, Infragistics stays competitive and resilient in an ever-changing business landscape.
How do you maintain your personal resilience during tough times?
Dean Guida: It really comes down to knowing when to take a step back. One crucial lesson I’ve learned is that trying to handle everything on your own can be counterproductive. Taking regular breaks allows me to recharge and return to problems with a fresh perspective. It’s not about doing everything yourself, but about managing your energy and focusing on what will be most impactful.
What strategies do you use to manage stress and maintain focus during a crisis?
Dean Guida: I’ve learned some valuable strategies on how to manage my stress over the years, both in my career and in my personal life. A few years back, I was on an intense global tour, flying between Japan, India, Europe, and South America. One day, I felt a sharp pain in my leg, which turned into a pulmonary embolism—a blood clot—that could have escaped to my lungs. It was a wake-up call and I realized that pushing myself to the limit wasn’t just affecting my health, it was also undermining my effectiveness as a leader.
One of the strategies I adopted as a result was practicing mindfulness. I spend a few minutes every morning focusing on my breathing and setting a positive intention for the rest of the day. It’s a simple routine that helps me stay grounded and manage the mental clutter that comes with high-stress situations.
Delegating tasks has also been a game-changer. I used to shoulder everything myself, driven by the belief that if I did more, I’d be more successful. But trusting others with responsibilities not only lightened my load but also empowered my team. These practices, along with getting proper rest and exercise, have changed how I handle crises. Mindfulness keeps me centered, delegating work ensures I’m not overwhelmed, and a good night’s rest helps me stay sharp and effective the following day.
How do you communicate with your team during a crisis?
Dean Guida: Clear and timely communication is crucial to keeping everyone on the same page. My first priority is to make sure we’re not only communicating quickly but also thoughtfully and transparently. It’s important to address the issue directly, answer any questions openly, and keep everyone updated as the situation develops. This approach helps build trust, both within the team and with external stakeholders, and it’s key to stabilizing the company when things are uncertain.
What advice would you give to other CEOs on building resilience in their organizations?
Dean Guida: To build resilience it’s extremely important to implement a multi-step approach with a strong focus on data. Resilience isn’t about relying on a single solution or just having a backup plan; it’s about using data to drive decisions and business strategy.
Start by making data the core of your decision-making process. Collect and analyze relevant insights to make informed choices rather than relying on gut feelings or opinions. For instance, at Infragistics, we use data to understand customer needs, monitor competitors, and refine our processes. We then use this data to ask “why” and get to the root of any issues. If we notice a drop in leads or a performance shift, for example, we use data to understand why these changes are happening and adjust our strategy accordingly.
How do you prepare your business for potential future crises?
Dean Guida: Our first step in preparing our business for a crisis is making sure our finances are in order. We’ve learned that having a solid financial cushion—at least three months of operating expenses in the bank—can help keep our business running if our revenue comes to a standstill.
Beyond finances, we’ve established a response team made up of managers and other executives across the company— communications, finance, HR, operations, and legal—who are ready to act quickly if and when a crisis hits. We also have a “red team” whose purpose is to find weaknesses in our go-to-market strategies and plans, which helps us spot any blind spots before they become problems.
Additionally, we’ve created a culture where employees feel safe sharing issues and potential weaknesses, whether related to specific products or the overall business. When employees are open about problems, it brings more perspectives to the table, which ultimately leads to better solutions. And this openness can be the difference between a minor issue and a full-blown crisis, making it a key part of being prepared for whatever comes our way.
What’s the most important lesson you’ve learned about leadership in times of crisis?
Dean Guida: Every business will eventually face unexpected emergencies or disruptions, whether it’s an economic downturn or a market shift. The most important lesson I’ve learned is that even the best-laid pans can quickly become obsolete, and the key to overcoming a crisis is to ditch the ‘my way or the highway’ mentality and learn to adjust strategies as needed. While this doesn’t mean jumping on every new trend, it does mean staying open to change and continually assessing how to evolve to meet customers’ needs.
