In conversation with Gladstone Samuel
Interviewer: What inspired you to write a book specifically on corporate governance for Indian startups?
Gladstone Samuel: Over 35 years, I’ve seen countless companies struggle with governance. Many fail not because of bad ideas, but due to poor structure. Indian startups face unique challenges. They need to adhere to global standards while operating within local regulations. I’ve watched brilliant founders lose control of their companies. I’ve seen investors walk away from great ideas because of governance gaps. This book emerged from real pain points I’ve witnessed. Every story in it is based on actual experiences.
Interviewer: How early should startups start thinking about governance and compliance, in your view?
Gladstone Samuel: From day one. Not when you raise Series A. Not when you hit profitability. From the moment you incorporate. I tell every founder I mentor this: good governance isn’t a cost center. It’s a competitive advantage. Early governance prevents costly mistakes later and builds investor confidence from the start. Many founders think it’s just paperwork, but it’s actually the foundation of everything else.
Interviewer: What are some common mistakes Indian startups make when it comes to board formation?
Gladstone Samuel: They treat boards like formalities. They choose friends over expertise. They wait too long to diversify. I’ve seen boards with five co-founders and no external perspective. That’s not governance; that’s just an extended team meeting. Another mistake is not defining clear roles. Board members should guide, not manage. Many founders don’t understand this distinction. They either micromanage or completely ignore their boards.
Interviewer: You mention ethical leadership often, how do you define it in the startup context?
Gladstone Samuel: Ethical leadership means doing the right thing, even when no one is watching. In startups, it’s about transparency with investors, fair treatment of employees, and honest communication with customers. I’ve helped companies through crisis situations, and those with ethical leaders always recover faster. They have stakeholder trust and that trust is priceless in tough times. Ethical leadership isn’t about being perfect; it’s about being honest about imperfections.
Interviewer: What role does ESG play in the early stages of a startup, especially in India?
Gladstone Samuel: ESG isn’t just for listed companies anymore early-stage startups need it too. Investors are now asking ESG-related questions even at the Series A stage. As a certified ESG professional, I’ve seen this shift firsthand. Environmental responsibility starts with small choices. Social impact begins with employee policies. Governance, we’ve already discussed. ESG creates long-term value. It’s not optional anymore, it’s the new baseline.
Interviewer: How can founders balance control with investor expectations effectively?
Gladstone Samuel: Clear communication from the beginning. Define decision-making processes early. Use board committees effectively I’ve structured many such arrangements. The key is transparency. Investors don’t want to run your company; they want to protect their investment. Give them visibility, not control. Use your board as advisors, not bosses. Regular updates prevent surprises, and surprises kill trust.
Interviewer: Which real-life startup stories or challenges influenced your writing the most?
Gladstone Samuel: A natural calamity at a fertilizer plant a decade ago taught me about stakeholder management. We protected 50 lives and ₹1 crore worth of machinery. That experience shaped my thinking on crisis governance. I’ve also worked through major M&A situations and saw 80% talent retention through structured change management. These aren’t theoretical concepts they’re real solutions to real problems. Every framework in the book has been tested in practice.
Interviewer: How do you see the regulatory environment in India evolving for startups?
Gladstone Samuel: It’s becoming more sophisticated. The government understands startup needs better now. But complexity is increasing too. Compliance requirements are growing. Startups need professional help earlier; they can’t wing it anymore. The good news is that clear frameworks are emerging. The bad news is that ignorance is no longer an excuse. Founders must invest in understanding regulations.
Interviewer: As a mentor and advisor, what’s the one piece of advice you give every startup founder?
Gladstone Samuel: Build systems, not just products. Your governance system is just as important as your technology. I’ve mentored EdTech startups and large enterprises. The successful ones have strong operational frameworks. They don’t just innovate they execute consistently. Great ideas are common; great execution is rare. Governance enables execution.
Interviewer: What do you hope readers, especially first-time founders, take away from your book?
Gladstone Samuel: That governance isn’t scary. It’s empowering. It’s not about restrictions; it’s about enabling growth. First-time founders often fear governance, thinking it will slow them down. The opposite is true. Good governance accelerates growth. It builds confidence, attracts investment, and creates sustainable value. I want them to see governance as their friend, not their enemy. Most importantly, I want them to start early. The best time to plant a tree was 20 years ago. The second-best time is now.
