Padiso

Padiso operates in the competitive software-as-a-service (SaaS) market, focusing on developing and maintaining multiple software products across different industries or use cases. This diversified approach allows the company to cater to a wide range of business needs and potentially reduce risk by not relying on a single product.
The company's business model is flexible, offering two primary ways for clients to engage with their software:

- Subscription services: Clients can subscribe to Padiso's software products directly, paying recurring fees to access and use the tools. This model provides a steady revenue stream for Padiso and allows clients to benefit from regular updates and support.

- White-label solutions: Padiso also offers its software products as white-label solutions, enabling other businesses to rebrand and resell the software as their own. This approach can be attractive to companies looking to expand their product offerings without investing in in-house development.

Principal Engineer & Consultant

API Hunt

What's APIhunt.io?
It's a marketplace where developers and businesses can discover, compare, and integrate APIs faster than ever before. Think of it as the ultimate API playground.

Why APIhunt.io?
Because searching for the right API shouldn't be harder than building your actual product
We're making API integration as easy as ordering a pizza (maybe easier, depending on your pizza place)
Our platform is saving developers hundreds of hours and companies millions of dollars

What we've achieved so far:
500+ APIs listed used by developers from 500+ companies, including some Fortune 500 giants

What's next? 
We're on a mission to become the go-to platform for anything and everything API-related. If you're into APIs, tech, or just making developers' lives easier, let's connect!

Solutions Architect

Nexus Works

Nexus Works is the superhuman sidekick for vendor discovery and evaluation in the digital transformation space.

We're revolutionising how enterprises find and assess vendors for their digital transformation projects. Think of us as an automated "Insight.com" but for Digital Vendor Discovery.


Why Nexus Works?
- Because 70% of Digital Transformations fail, and we're here to change that
We're making vendor discovery as easy as scrolling through your social media feed (and way more productive)

- Our AI-powered platform is saving companies millions and cutting project timelines by months
- Nexus Works give you super powers

Chief Technology Officer

Tell Me Baby

Chief Technology Officer | Chief Product Officer | Advisor

Scentre Group (Owner and Operator of Westfield in Aus and NZ)

Lead Engineer | Solutions Architecture (Contract)

Subly

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Co-Founder & CTO

oOh!

Principal Engineering Consultant

Prismatik

Head Of Innovation and Engineering

Lead Engineer

Lead Engineer (Contract)

Deloitte Digital

A great experience to work with Deloitte Digital Team on 'icare.nsw.gov.au' project and lead a team of talented developers to deliver required solutions.

With over 20 years of experience in technology and product management, I'm an Executive Consultant at Padiso, a digital product development, transformation, and strategy firm that helps clients scale SaaS and fintech products. I specialize in providing leadership and strategy services that enable our clients to achieve sustainable growth in the ever-evolving digital landscape.

As a tech and product leader, I have worked with some of the major brands across Australia and abroad, delivering innovative solutions and creating value for different market verticals. I also provide strategic board advisory services as Chief Technology and Product Officer for rapidly growing businesses, focusing on product, value, culture, and growth. I am currently pursuing an Executive MBA at UNSW, where I aim to enhance my skills and knowledge in entrepreneurship, innovation, and management.

Kevin Kasaei

AVEVA

• Spearheaded overhaul of Customer Success operations across APAC (12 markets; ~150 staff)
• Reducing escalations by 35% and improving SLA compliance to 98%
• Drove margin expansion; commercialized support offerings to lift gross margins by 4 percentage points within six months
• Piloted GTM launch for global Solutions Support, generating $3 M net-new ARR in the first quarter
• Scaled governance, documentation & process frameworks, cutting onboarding time by 50% and ensuring 100% audit readiness
• SAP ERP transformation, unifying 8 business units, reduced incidents by 42% through improved scheduling and request workflows

Senior Program Manager | Change Manager | Transformation

Cisco

• Spearheaded data-driven workflow adoption across Sales, CS, Engineering, Marketing & CX; aligning 5 functions and empowering 400+ users to make real-time decisions
• Drove change management initiatives, influencing VP/C-level stakeholders to embed AI practices, boosting team productivity by 25%
• Scaled a $16 M data platform to deliver a 360° view of the customer journey, reducing churn by 15% and accelerating cross-sell by 20%
• Piloted cross-functional automation in Finance, Sales, Marketing & Support, cutting manual handoffs by 60%

Senior Program Manager | Change Manager  | Data & AI

ServiceRocket

• Scaled automation across Marketing, Legal, Procurement, Finance, Project & Helpdesk teams
• Implementing the Atlassian stack to automate 120+ workflows and slash manual tasks by 40% 
• Drove “digital by default” shift, lifting team throughput by 50% and reducing average ticket resolution time from 24 hrs to 8 hrs 
• Spearheaded creation of a centralized workflow knowledge base, cutting onboarding ramp-up by 60%

Senior Program Manager | Change Manager | Business Automation

Acronis

• Increased APAC partner revenue by 50% through onboarding, enablement, and operational performance reviews across 25+ active MSPs.
• Developed a new quarterly business review (QBR) framework for partners, aligning metrics to sales ops KPIs and increasing forecast accuracy by 35%.
• Introduced lead-to-revenue operational tracking that improved sales pipeline visibility and partner accountability.
• Reduced onboarding time by 45% with an optimized playbook that included training, documentation, and co-selling blueprints.
• Launched an automated renewal and license management process, improving retention and reducing manual processing errors by 70%.

Program Manager | Change Manager | Channel Partner

Huawei Technologies

• Spearheaded development of a modern infrastructure networking platform for MSPs, extending refresh cycles to 3 years and cutting capex by 30% 
• Drove solution design & delivery; executed 25+ POCs on AWS/Azure, generating $1.5 M in new engagement pipeline 
• Scaled post-deployment support processes, improving platform uptime to 99.9% and reducing incident response times by 45%

Program Manager | Change Manager | Solution Architect

KEMP Technologies

• Led 30+ end-to-end deployments of KEMP load-balancing solutions across hybrid cloud environments, ensuring 99.99% uptime for mission-critical applications.
• Reduced enterprise client onboarding time by 40% by standardizing implementation workflows and introducing reusable technical architecture templates.
• Designed scalable network topologies for clients in finance, government, and healthcare, improving application delivery speed by up to 60%.
• Created pre-sales automation tools and diagnostic scripts, streamlining the solution assessment process and cutting response time to RFPs by 50%.
• Collaborated with product and operations teams to influence roadmap decisions based on customer usage data and real-world deployment challenges.

• Designed and deployed enterprise IoT architecture for asset tracking across utility and energy sectors, improving asset visibility by 80% and reducing downtime by 30%.
• Collaborated with cross-functional teams (sales, engineering, PMO) to deliver tailored smart metering solutions that aligned with client digital transformation goals.
• Led solution scoping and PoC design for large public sector clients, accelerating project sign-offs by 3 months on average.
• Integrated energy and utility data feeds into operational dashboards, enabling real-time monitoring and predictive maintenance.
• Facilitated C-level strategy sessions with clients to align IoT deployment with business continuity, asset lifecycle, and cost-optimization objectives.

Principal Consultant

• Delivered 80+ Cisco ecosystem audits, identifying $3M+ in service optimization opportunities.
• Designed and deployed IoT-enabled asset management solutions, aligned to customer infrastructure priorities.

Senior IT Engineer

PicNet Pty Ltd

IT Engineer

5G Networks Pty Ltd

IT Support Engineer

Senior Program Manager | Change Manager | AI GTM

Senior Program Manager & Change Manager with 15+ years driving $100M+ revenue growth, building data platforms, and scaling global teams across APAC and EMEA. 

Proven track record in P&L optimization, digital transformation, and stakeholder alignment; from VP to field teams.

I am passionate about:

-> P&L Management & Margin Expansion
-> Digital Transformation & Platform Scaling
-> GTM Strategy & Revenue Acceleration
-> Cross-Functional Leadership & Change Management
-> AI & Data-Driven Decision Making
-> Digital Marketing and growth Loops


Results:

-> Driving margin % growth commercializing support offerings and services

-> Built a $16M data platform at Cisco to give full 360 view of customer journey -- unified 5+ business functions

-> Change management and influencing VP / C-level stakeholders in making data driven decisions

-> Cross function leadership, building and automating workflows within Finance, Sales, Marketing, Support, Project and Product Management teams

-> Led APAC-wide customer success ops overhaul -- improving NPS by 10 pts

Houman Asefi

Australia doesn’t have a “work ethic problem.”

Lyra CEO shamed Australians in public.

I just read a post claiming Australia needs a “serious wake-up call” because people in San Francisco are still grinding at 11:30pm, taking calls after 5pm, and “having the time of their lives” doing it.

Cool.

But if you want SF hustle…

Then match SF salaries, SF equity, SF upside, SF tech density, and SF opportunity flow.

Because the culture isn’t the secret.

The incentives are.

In San Francisco:

A 24-year-old engineer can make $350K+ total comp.
Startup equity has real liquidity paths.
Ambition is rewarded, not tall-poppied into oblivion.
The ecosystem is so dense that late nights actually compound into something meaningful.

People grind because the reward curve is insane.

In Australia?

We’re asking people to stay until 11:30pm for:

AUD $120–160K salaries,
0.01% “equity,”
A cost of living crisis,
A talent market where most “startups” are actually consulting firms with hoodies.

You can import SF expectations.

But you can’t import SF culture without importing SF compensation.

The equation is very simple:

SF pace = SF pay.
AUS pay = AUS pace.

Want Australians to work like they’re in Silicon Valley?

Then pay them like they’re in Silicon Valley.

Otherwise, you’re building burnout.

And let’s be honest; the real issue is that too many Australian founders want SF output at Woolies pricing.

If you want the ecosystem to rise, amazing.

But don’t shame Australians for choosing balance when the economics don’t justify the grind.

Raise the incentives → the culture will follow.

Not the other way around.

Operations & Strategy | I write about the messy middle of tech, capital, and creativity.

Yesterday, my post about an Australian startup leader telling Australians to “work until 11:30pm to match Silicon Valley” went viral.

100,000+ impressions in a day, hundreds of comments, and now mainstream media coverage in the The Daily Telegraph.

He responded on his Linkedin page.

Let me be very clear about something that was not clear in his “explanation post”:

There was no apology. 

Not a single line acknowledging that shaming everyday Australians was wrong.

Instead, he doubled down.

He reframed. 
He clarified. 
He rationalised.
 
But he did not take responsibility.

And here’s why that matters:

1. Great leaders communicate with clarity, not excuses.

If you say something that publicly insults people; especially the country you operate in; you apologise.

You don’t dance around it.

You don’t hide behind founder-hustle clichés.

2. No founder needed this lecture.

Founders already work late nights.

CEOs already grind long hours; and they’re compensated extremely well for it.

This isn’t a revelation.

It’s reality in every country, not just the US.

3. Everyday Australians are doing it even tougher.

People are working two or three jobs just to survive the cost-of-living crisis.

People with families, mortgages, commutes, shift work, second jobs.

And they’re being told they’re “not working hard enough”?

That’s not leadership.
That’s not culture-building.
That’s not “inspiration”.

That’s disrespect.

4. And still; no apology.

Not to the tech community.
Not to the startup ecosystem.
Not to the workers he publicly dismissed.
Not to the country whose talent he expects to build his company.

Just more deflection and self-justification.

So let me say this directly:

If you publicly shame Australians, you should publicly apologise to Australians.

If you want Silicon Valley culture, match Silicon Valley salaries.

If you want people to follow you, start by owning your words.

Until then, this isn’t about hustle.

This isn’t about ambition.

This isn’t about founders.

This is about a leader who talked down to the very people he depends on; and still doesn’t see why Australians are rightfully angry.

Leadership starts with clarity.

Clarity starts with accountability.

Accountability starts with an apology.

We’re still waiting.

I once had a boss who was threatened by my LinkedIn posts.

I wasn’t posting company secrets.

I wasn’t bad-mouthing the brand.

I was sharing ideas on AI, productivity, business... stuff I was genuinely learning and exploring.

But one day, he pulled me aside and said:

"Only post about our company. Only share our approved marketing materials. That’s what’s valuable to our customers."

Translation?

“Don’t think for yourself. Don’t build a voice. Don’t grow.”

That was the moment I realized:

Some bosses don’t want you to grow. They want you to shrink to their level.

They confuse control with leadership.
They confuse silence with loyalty.
They confuse visibility with ego.

Here’s what I believe instead:

Sharing is caring ; even in business.

Creativity should be encouraged, not contained.

If your manager sees your curiosity as a threat, you’re in the wrong room.

Today, I surround myself with people who lift me up; not limit me.

If you're dealing with a boss who clips your wings, hear this:

🚫 Don’t shrink to fit.

✅ Find someone who lets you fly.

Toxic boss story time!

A few years ago, a boss pulled me aside and gave me the wildest “leadership advice” I’ve ever heard.

She said:

“When someone presents, find something in their deck they can’t answer.

 Ask questions that embarrass them.

That’s how you show strength.”

Not “ask to learn.”

Not “ask to solve the problem.”

Not “ask to help the team.”

Just ask to dominate.

Her logic:

If they stumble, you look superior.
If they freeze, you look powerful.
If they fail publicly, you win.

Crazy.

This mindset is how companies rot from the inside.

Culture isn’t built by who gets the last word... it’s built by who brings out the best in others.

And here’s the ironic part:

She didn’t last.

Two years later, she was gone.

But the lesson stayed with me:

👉 Not everyone asking a question is curious.

 Sometimes they’re performing.

👉 Not every critic wants you to win.

 Sometimes they’re protecting their ego.

👉 Not every “tough leader” is actually helping the company.

 Sometimes they’re just loud.

So how do you build a high-performing culture when you’re surrounded by this energy?

A few things helped me:

1. Model the behaviour you wish existed.

 Not the behaviour you inherited.

2. Ask questions to clarify, not to corner.

3. Celebrate good work publicly. Give feedback privately.

4. Protect psychological safety... it’s the oxygen of performance.

5. Don’t mirror toxic people. Outlast them.

Culture isn’t built by titles.

It’s built by habits.

And sometimes the most powerful thing you can do is simply refuse to play someone else's broken game.

Question for you:

Have you ever had a manager give you advice that made you think, “There is no way this is how leadership is supposed to work”? 

What did you learn from it?

People quit on day 47. 

I didn't. 

Here's what happened.

Every spike you see on this chart?

I wrote that day.

Every flat line you see?

I wrote those days too.

LinkedIn’s algorithm is brutal when you’re an up-and-coming creator.

You can pour your whole heart into a post… and the platform rewards you with silence.

Most people stop there.

Because inconsistency is easier than invisibility.

What changed everything for me was this simple decision:

I will show up every single day.

Regardless of results.

Every. Single. Day.

And something interesting happens when you do that for long enough:

The algorithm can’t ignore you.

Your audience can’t ignore you.

Your work rate becomes your advantage.

The graph you see is not 1.5M impressions.

It’s 1.5M proof points that consistency always beats talent, luck, and algorithms.

If you’re in the early stages of building:

 Don’t chase virality.
 Chase volume.
 Chase discipline.
 Chase the version of you who keeps showing up when no one is watching.

Because one day...

the platform, the audience, and the opportunity will all catch up.

Keep going. 

You’re closer than you think.

Last week I got roasted on LinkedIn for saying Australia’s startup ecosystem is weak.

Not the founders ... the ecosystem.

People replied with the same tired line:

“Aussie founders are too chill. Too comfy. Not hungry enough.”

Give me a break.

Every founder I know; in Sydney, Perth, Hobart, whatever ... works like a psycho when they’re building from zero to one.

Hunger is not the issue.

BUT:

🇦🇺 Australia has 9 unicorns.
🇺🇸 The U.S. has almost 500.

Not because we’re lazy.

Because our ecosystem is designed to produce… nothing.

Let’s talk numbers:

California + New York VC investment (2024):
 👉 $140B+ USD

Entire Australia (2024):
 👉 $1.5B USD

That’s not underfunding.

That’s negligence.

Meanwhile, Australian capital is busy doing… what?

Buying the 17th investment property and high-fiving each other over a 9% yield.

Risk appetite here is basically zero.

Everyone wants a guaranteed-to-double house, not a moonshot company.

And then we wonder why we’re not producing Atlassian every year.

Australia could be a top-3 innovation nation behind the U.S. and China.

We have the brains.
We have the talent.
We have the ambition.

But we keep acting like a mining economy pretending to be a tech nation.

If we’re serious about fixing this:

1️⃣ Government needs to stop worshipping iron ore and start co-investing in deep tech
2️⃣ Angel incentives need a reboot (stop punishing early-stage risk)
3️⃣ R&D refunds shouldn’t feel like a Centrelink appointment
4️⃣ Build a sovereign AI fund and actually bet on something
5️⃣ Stop celebrating 20-year-old property investors like they’re visionaries

Australia isn’t lacking founders.

It’s lacking courage.

Until we fix that, 9 unicorns is not a stat ... it’s a national embarrassment.

taplio

The Battle

Kevin Kasaei

Houman Asefi

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The Battle

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Houman Asefi

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Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Houman Asefi's LinkedIn Performance

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