He beats his own drums. He treads his own path. Gopinath is back at his old game: Disruptive entrepreneurship
In the fourth floor of a dark grey building near the western end of Residency Road in Bangalore, the air is thick with energy. Employees scurry around as if their watches run at a different pace. In a room dominated by a picture of R.K. Laxman’s common man, the one-time mascot of low cost airline Air Deccan, there is a meeting in progress. But everyone is standing and the conversation takes place in bullet points rather than in full sentences. In a floor above, Jude Fonseka from Sri Lanka, who has seen his share of action during his 22 years at FedEx, says he only heard of start-up stories at his former employer. Now, he is living it.
Typically, in air cargo segment, walk-in customers account for 10 percent of the business, big customers such as Nokia account for 20 percent, and the rest are mostly small and medium enterprises. Deccan 360 hopes to tap the last market.
(This story appears in the 23 October, 2009 issue of Forbes India. To visit our Archives, click here.)