Vijay Eswaran: Advice from the Expert Himself

Vijay Eswaran was born in Penang, Malaysia on October 7th, 1960. In 1998, Vijay Eswaran began learning more about becoming an Entrepreneur and created his first global presence through QNET. Eswaran later went on to become the Founder and Executive Chairman of QI Group after graduating from the London School of Economics and Southern Illinois University, eventually bringing his net worth to an impressive 500 million dollars.

According to Vijay Eswaran, being an entrepreneur can be described in three words; intense, inquisitive, and intuitive. Motivation is another key factor in Eswaran’s entrepreneurial career, and is discussed during an interview with George Baker last year. Motivation is integral to the process because of the ability it gives you to connect with customers. Without customers there would be no motivation and without motivation, there wouldn’t be a customer base. The idea is to build on yesterday’s success to create a brighter tomorrow.

Even with these pieces of insight, being an entrepreneur has its share of problems and risks. Typically, these problems stem from a lack of confidence and a support system that isn’t on par with the task attempting to be implemented. Vijay Eswaran for instance, didn’t have familial support or access funding to jump start his career. Despite the lack of familial support, Eswaran was able to find the support he needed in like-minded individuals and his wife. This support system, whilst sparse, were key to his success in the early stages of his career and are still prevalent today. Other problems that may appear throughout an entrepreneur’s career involve a lack of understanding into the company and its intentions and any competition that it might hold. These can all be combated by gaining momentum and fighting harder for what you want to achieve so that you can look back, towards the bumps in the road, and realize that the negativity was only something that you needed to overcome and not something that is career ending.

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