From Valves to Software: Phaneesh Murthy’s Journey With Indian IT Sales
Few names shine as brightly in the annals of Indian IT history as Phaneesh Murthy. His journey from selling engineering products to pioneering global IT services sales is a testament to his innovative thinking and adaptability. This article explores Murthy’s transition from valves to software, showcasing how he revolutionized the approach to selling Indian IT services on the global stage.
Early Career: The Valve That Opened Opportunities
Phaneesh Murthy’s sales journey began in an unexpected place – selling valves for a large British company called Macneil and Magor. Here, Murthy first demonstrated his knack for challenging the status quo. He recounts a pivotal moment: “I had a unique incident, I think, that I was posted in Bangalore. I was going through some old files, and there was an order from HAL for some of the fighter aircraft, some valves, and cryogenic purposes.”
In a bold move that would characterize his future career, Murthy, then a fresh graduate, didn’t hesitate to question a senior engineer’s calculations. “The advantage of being young and fearless is that we call up and straightaway tell the chief engineer of HAL, ‘Hey, you’re wrong. You made a mistake,'” Murthy recalls. This incident showcased his technical insight and courage to speak up—traits that would serve him well in his future IT sales career.
The Transition to IT: A Leap of Faith
Phaneesh Murthy’s transition to IT came after his stint at IIM Ahmedabad. They joined Infosys while it wass still a fledgling company, and Murthy spearheaded its sales efforts in the United States. This was no small feat, considering Infosys had taken a decade to reach just $1 million in revenue.
Faced with this challenge, Murthy adopted an unconventional approach. Instead of focusing on selling software projects, he set out to sell relationships. “My philosophy was simple: if I could sell India because they bought the story of India from me, they would automatically buy from me,” Murthy explains. This strategy was born out of necessity, as he found himself educating potential clients about Infosys and India itself.
Pioneering Indian IT Sales: The Phaneesh Murthy Method
Phaneesh Murthy’s approach to selling Indian IT services globally was revolutionary. He recalls, “When I first came to the US, I had no connections. It was my first visit to the US, and I just said, ‘Who will be the likely buyers? It will be all the big companies, all the big corporations.’ So I opened up a Fortune and Forbes 500 list of the top 500 companies and started calling them from the switchboards.”
This direct, audacious approach was unheard of at the time. Murthy educated potential clients about the basics: “Where is India on the map? What is the political system in India? What is the climate in India? What’s the education system in India?” It was, as he puts it, “an all-India sale.”
But Murthy’s genius lay in turning this challenge into an opportunity. He built relationships transcending mere business transactions by positioning himself as an educator and thought leader. “I’m not trying to sell a project. I’m trying to sell a relationship,” he emphasizes.
Building a Sales Team: The Tiger Spirit
As Infosys grew, Phaneesh Murthy faced the challenge of building a sales team to replicate his success. His approach was unconventional. Instead of hiring experienced IT professionals, he looked for what he calls the “tiger spirit.”
Murthy explains, “It didn’t matter to me whether somebody was doing work in tea or selling soaps and shampoos or banking services or computers or whatever it is, as long as he was a tiger or she was a tiger, tigress, that’s all I care about.”
This philosophy allowed Murthy to build a diverse, hungry sales team without preconceived notions of how IT sales should be done. He trained them not in the technicalities of software but in the art of selling relationships and concepts.
The Legacy of Phaneesh Murthy
Phaneesh Murthy’s innovative approach to IT sales laid the foundation for Infosys’ global success. His strategy of focusing on long-term relationships rather than short-term projects resulted in enduring client partnerships that transformed Infosys from a small Indian company to a global IT powerhouse.
Murthy’s impact went beyond landing accounts. He created a new paradigm for selling Indian IT services globally. By emphasizing education, relationship-building, and thought leadership, he elevated the perception of Indian IT capabilities in the global market.
“We were not trying to sell software projects; we were trying to sell relationships,” Murthy reflects. This fundamental shift in approach allowed Infosys to move beyond simple project-based work and position itself as a long-term strategic partner to its clients.
From selling valves to pioneering global IT services sales, Phaneesh Murthy’s journey is a masterclass in adaptability, innovation, and relationship-building. His approach transformed Infosys and set a new standard for the Indian IT industry.
Today, as the IT landscape evolves, Murthy’s relationship-building and thought leadership principles remain as relevant as ever. His emphasis on the “power of ideas” and his ability to turn challenges into opportunities continue to inspire a new generation of IT sales professionals.
As Murthy says, “What can we do to ensure the forests are preserved and that animals can live in the wild as much as possible?” While he was speaking about his passion for wildlife conservation, this sentiment equally applies to his approach to business – preserving and nurturing long-term relationships in the wild and often unpredictable world of global IT services.
