As I look back on my time at XenLogic, I am reminded of the significant events that shaped my career and the company’s trajectory. In 2000, as a freshman at NYU double majoring in Economics and East Asian Studies, my academic journey was overshadowed by three major events: 9/11, the Iraq War, and the Enron scandal. These events ignited my curiosity about corporate performance and fraud prevention, which I explored deeply in my honors thesis. Despite an opportunity to co-author a paper on this subject with a Harvard professor, the entrepreneurial bug had already bitten me. This is where the story of XenLogic and TOBI (Total Office Business Intelligence) begins.

During my research, I discovered numerous articles on failed billion-dollar ERP implementations and new methods for corporate performance measurement. Small businesses were being left behind due to the scale and complexity of ERP systems. I envisioned a solution that was both comprehensive and scalable—TOBI was born.

Recruiting the smartest tech person I knew—my father—was a pivotal moment. With his extensive experience in IT and software architecture, we began detailing and building TOBI around three core principles:

1. Ease of Installation and Operation: A user could install and operate it on a personal computer.

2. Scalability: As a company’s needs grew, they could add more PCs to the system, maintaining comprehensive visibility while allowing departmental control.

3. Comprehensive Performance Visibility: Based on the principles of the Balanced Scorecard.

Working with two close friends, we poured everything into bringing this vision to life. Operating out of my parent’s basement, we lived and breathed XenLogic. Our small team ran daily meetings to determine tasks, debate strategies, and support each other through challenges. It was a psychologically safe space where teaming naturally occurred even before I understood the importance of such terms.

One project that stands out was with the CDC Foundation. We secured a contract to build a SharePoint site for the Global Adult Tobacco Survey (GATS), powered by TOBI’s project management system. This opened the door to over $300 million in project work, including collaborations with Bloomberg Philanthropies and the Bill & Melinda Gates Foundation.

Reflecting on those early days, the challenges were as abundant as the opportunities. Scope creep was a constant battle. Our pursuit of perfection led to the development of a double-entry accounting system, which ironically became the centerpiece of our later successes. We learned the art of cross-selling, realizing that our accounting system could become the primary system of record for clients struggling with Excel or QuickBooks. Bloomberg’s acquisition of our IP marked a significant milestone, allowing me to take a much-needed break to ponder my next steps.

The lessons learned at XenLogic were profound. I gained deep insights into the intricacies of every department within an organization, how to design complex solution architectures, and the nuances of service-led sales. The relationships we built were as crucial as the quality of our product. This experience laid the foundation for my entire career, influencing everything I did thereafter.

Burnt out from my entrepreneurial journey, I pursued a graduate degree in human-computer interaction at Keio University in Tokyo, Japan. This experience, combined with my newfound knowledge of Design Thinking and User-Centered Design, fundamentally changed my approach to solutions and defined the rest of my professional life.

XenLogic was not just a company; it was a testament to what a dedicated team could achieve with a shared vision. It taught me that success is about the journey, the people you meet, the lessons you learn, and the impact you make. As I continue my professional journey, I carry these lessons with me, always striving for excellence and innovation.

Thank you,