Building a Scalable Mid-to-Senior Technical Talent Pipeline While Preserving Leadership Bandwidth
Context and Definition of Business/Leadership Challenge
Over the last 7 years, WIPL has grown through deep internal capability building, hiring mostly freshers and grooming them into reliable contributors. While effective in a stable environment, this strategy didn't prepare us for the explosion in demand for AWS engineers over the last 7 years. As a result, we've lost several senior techs to better opportunities, leading to a critical gap in mid-to-senior-level talent.
Partnering with a university
Run a Cloud MBA (designed by us) and create a long-term hiring funnel.
Setting up a small Mumbai office
Attract non-relocatable but high-caliber talent with the help of a trusted associate.
However, both initiatives require significant personal time, decisions, and travel—which clashes with your current focus on scaling WIPL, optimizing your own health and fitness, and avoiding burnout. The real adaptive challenge is not just "how to hire more people" but how to scale these efforts without scaling your personal exhaustion.
Causes of the Problem/Challenge
Lack of mature mid-senior talent pool
In Jaipur due to talent migration to metro cities.
Overdependence on internal talent development
With few lateral hires to bridge the mid-layer.
Sudden market demand for cloud skills
(esp. AWS) has created an industry-wide shortage.
Personal constraints
You're juggling company growth, strategic partnerships, and personal fitness goals. The new initiatives could risk your time, health, or focus.
You've stepped into uncharted territory
With the education model — not your native zone — and you're unsure what blind spots may emerge.
Choices and Options You've Considered
✅ University-Driven Talent Creation Model
  • Signed MOU with a deemed university for a Cloud MBA.
  • I've delegated delivery and faculty responsibility to a trusted customer-expert on an 80:20 split (from the 50:50 university model).
  • WIPL will design the course, and groom students into future hires.
✅ Mumbai Office Setup
  • We'll open a small coworking office to access deeper AWS/cloud talent.
  • A trusted Mumbai-based friend-customer may manage infra and early hiring in exchange for a percentage of business generated locally.
🕐 Trade-Off Realization
  • Both initiatives are valid but demand time, energy, and travel.
  • You're already stretched thin between operations, strategic growth, and personal health goals (sleep, fitness, recovery).
Consequences of Action or Non-Action
If Action is Taken Thoughtfully
  • You'll build a dual-talent pipeline: future talent via university and immediate experienced talent via Mumbai.
  • These moves can de-risk long-term dependency on Jaipur and improve delivery bandwidth and business scale.
  • Delegating execution smartly will free you for strategy, health, and scaling.
If Not Acted On or Poorly Delegated
  • WIPL may stagnate due to delivery limitations.
  • You may burn out or fall short on health goals due to increased stress and travel.
  • The Mumbai team or education project may fail due to lack of ownership clarity or misaligned execution.
  • You may miss spotting critical blind spots without the right governance and feedback systems.
Specific Areas of Feedback Desired
1
Are these two strategic initiatives (University + Mumbai) the right levers for solving the talent gap?
2
How do I structure and delegate them so they don't drain my time or compromise my health?
3
What are potential blind spots or risks I might be overlooking in:
  • The education model (student quality, faculty delivery, hiring pipeline viability)?
  • Mumbai setup (reliance on associate, cost control, culture replication)?
4
How do I know when to step in vs. step back in these two initiatives?
5
Can I integrate a system of metrics and check-ins that gives me visibility without daily involvement?