Spokesperson: Gagan Arora, Founder & President, Vertex Group
1. Vertex Group started in a garage in Florida and expanded to seven countries in six years. That’s the headline version. What’s the version you don’t usually tell? The part that almost broke it?
The journey from a garage in Florida to a global presence across seven countries was shaped as much by our resilience as by our ambition. What is often left unsaid is the immense pressure and relentless problem-solving that went into every phase of our expansion. Rapid growth brought challenges in scaling culture, building trust with clients in new regions, and ensuring we stayed true to our mission under the weight of expectations. There were moments when resources were stretched, and the stakes felt overwhelming, but it was our unwavering belief in innovation and our commitment to our people that carried us through. Those experiences didn’t break us; they forged a culture of adaptability and grit that is the bedrock of Vertex today.
2. You’re in the Forbes Technology Council, named one of the 19 most innovative companies in the world, and you’ve been awarded Best CEO seven times. At some point, does the award circuit start to feel like a performance? Or does it still mean something?
Awards and recognition from institutions like Forbes and CNBC are certainly an honour, but for me, they are not the destination; they are milestones on a much larger journey. Each award is a reflection of the dedication, hard work, and ingenuity of the entire Vertex team. These accolades remind us of the impact we are making, but they also reinforce our responsibility to push boundaries and set higher standards. I see them not as a performance, but as validation that we are on the right path. Ultimately, our most meaningful achievements are measured by the transformation we bring to our clients and the opportunities we create for our people.
3. Vertex operates across AI, BPM, RPO, HRO, learning, and tech infrastructure. That’s a wide net. When health technology becomes a serious growth area globally, where does Vertex actually sit in that picture? Have you thought about it deliberately?
We view health technology as an extension of our core capabilities in AI, automation, and data-driven decision-making. Our deliberate focus has always been on leveraging these competencies to drive transformation across sectors, and healthcare is no exception. As the world embraces health tech, Vertex stands ready to deliver solutions that enable early diagnostics, optimise operations, and enhance patient outcomes. Our investments in responsible AI and digital platforms put us in a strong position to partner with healthcare providers and innovators. We’re not just following a trend; we’re actively shaping how advanced technology can solve fundamental healthcare challenges, both in emerging markets and on a global scale.
4. You serve 40-plus languages and Fortune 500 clients, and you’re headquartered in Times Square. But the story you seem to tell most is about empowering Indian youth. Which one is the real Vertex, and is there a tension between the two?
Vertex is the sum of both its global ambitions and its deep-rooted commitment to empowering Indian youth. Our international success is built upon the creativity, drive, and resilience fostered within our teams in India. Empowering young talent isn’t a side story; it’s the engine of our innovation and the foundation that allows us to serve Fortune 500 clients worldwide. I see no contradiction, only synergy. By investing in India’s youth, we fuel our global competitiveness and create a unique value proposition for our clients. The real Vertex is both a world-class enterprise that never forgets its roots or its responsibility to nurture the next generation of leaders.
5. Men in high-pressure tech leadership roles carry a specific kind of stress that rarely gets named. Long hours, constant decisions, global teams across time zones. How are you actually doing? Not professionally. Personally.
The personal toll of leading a fast-growing, multinational tech company is real and often understated. The relentless pace, the weight of decision-making, and the responsibility for thousands of employees can be isolating at times. I’ve learned that acknowledging this pressure is crucial, not just for myself but for building a culture where well-being is prioritised. Personally, I find strength in our mission and in the impact we’re making, empowering youth, advancing technology, and driving positive change. I make it a point to invest in my own mental and physical health, knowing that sustainable leadership requires balance, vulnerability, and the support of a dedicated team.
6. AI is going to reshape healthcare in ways most people haven’t begun to understand yet. Diagnostics, mental health support, personalised medicine, and early detection. Where is your conviction on this? Is Vertex building toward that space or staying in its current lane?
My conviction in the transformative potential of AI in healthcare is absolute. Vertex has made significant investments in responsible, ethical AI, backed by our ₹100 crore commitment and the establishment of our Responsible AI Lab. We are not content to remain in our current lane; we are proactively developing solutions aimed at revolutionising healthcare diagnostics, mental health support, and personalised medicine. Our technology is designed to improve lives, and healthcare is a sector where the impact of AI can be both immediate and profound. We see ourselves as enablers of this future, ensuring that innovation is always aligned with transparency, trust, and real-world outcomes.
7. You’re the Chairman of the Foreign Investors Council, a Trade Commissioner, and a Senator for India at WBAF. That’s a lot of institutional roles. Are those genuine strategic positions, or are they part of building visibility? There’s no wrong answer, just curious.
Every role I take on outside Vertex is chosen with purpose and strategic intent. These positions allow me to contribute to shaping the business landscape, foster international collaboration, and advocate for responsible and sustainable growth. While visibility is an outcome, my primary motivation is to create avenues for positive change, whether that’s supporting new-age startups, influencing policy, or building global trade bridges. These platforms extend Vertex’s reach and impact, but more importantly, they allow me to give back to the ecosystem that made my journey possible. Leadership, to me, is about shaping the future beyond the four walls of your own company.
8. The “Made in India for the World” narrative is one that a lot of founders reach for. What does it actually cost? What do you give up when you position a company that way versus just chasing pure revenue?
Embracing a “Made in India for the World” vision requires a long-term mindset and a willingness to invest in talent, innovation, and local empowerment, often at the expense of quicker, purely revenue-driven strategies. The real cost is the patience and resource allocation needed to build solutions that are globally competitive while rooted in Indian ingenuity. But the rewards are enduring, creating impact, setting new standards, and building a legacy brand. for Vertex, and for me it’s about more than profit; it’s about demonstrating that world-class innovation can and should originate in India, and that sustainable growth is built on values, not just numbers.
9. Health technology for men specifically is still underfunded and underleveraged compared to women’s health. Wearables, mental health apps, fertility tech, testosterone monitoring. Do you see a gap in the market, or does that feel distant from where you operate?
There is a significant and persistent gap in men’s health technology, and it’s an area that deserves more attention, both in terms of funding and innovation. At Vertex, while our current health tech initiatives are broad, our AI-driven platforms are inherently adaptable to address emerging needs, including those specific to men’s health, such as preventive screening and mental health support. As awareness grows and technology advances, I see a real opportunity for us to contribute solutions that address this imbalance and drive positive change for men’s well-being globally.
10. You started Vertex in 2016. What do you know now that, if you had known in 2016, you would have done completely differently?
If I could offer advice to my 2016 self, it would be to accelerate our investment in proprietary technology and AI-driven platforms from the very beginning. The early years focused heavily on service delivery and operational excellence, which laid a solid foundation. However, as we evolved, it became clear that true differentiation and global leadership would come from building our own intellectual property and driving innovation at scale. That strategic pivot has fueled our growth and impact, and with hindsight, I would have made that shift even sooner to amplify our reach and transformation.
11. Tech leadership tends to produce men who are very good at optimising systems but not always great at sitting with uncertainty. Is that true of you?
Navigating uncertainty is an inescapable part of tech leadership, and I’ve come to see it as an opportunity rather than a challenge. While optimising systems is crucial, the greatest breakthroughs come from embracing ambiguity and being willing to experiment, adapt, and learn constantly. I strive to lead with both rigour and curiosity, balancing structure with openness to change. That mindset has allowed Vertex to thrive in fast-moving markets and to turn uncertainty into a catalyst for innovation and growth.
12. You have five business verticals. There are likely one or two you love and one or two you’d quietly sunset if you could. Which ones are which?
Each of our five verticals, Vertex Global Services, Vertex Next, ILC Solutions, Vertex Tech, and Vertex Learning, serves a unique and strategic purpose. That said, I have a particular passion for Vertex Tech and Vertex Learning because they embody the future of our industry: the fusion of AI, talent development, and digital transformation. As we continue to evolve, our focus will naturally intensify on these areas, while we remain open to reinventing or sunsetting legacy lines if it means advancing our mission and delivering greater value to our clients and communities.
13. Here’s a direct one. A lot of Indian tech companies that go global are essentially arbitrage plays. Lower costs, Western clients. Where does real innovation sit in the Vertex story?
Vertex’s global journey has never been about cost arbitrage alone. Our ambition is to set benchmarks in innovation, not just deliver services at competitive rates. Through our Vertex 2.0 strategy, we have invested heavily in proprietary platforms, Responsible AI, and cutting-edge digital solutions. Real innovation for us is measured by the impact we create, whether that’s redefining business processes, pioneering ethical technology, or helping clients unlock new value streams. Our story is about exporting intelligence, not just efficiency, and building a legacy that proves Indian technology can lead on the world stage.
