Since VP Product, Conversational AI, for Valley-based unicorn Phenom People, Deepti Yenireddy is studying how to construct everything for scale in a fast clip.
It’s a significant change from the time she constructed My Ally, an HR tech startup, that was obtained by Phenom People in September 2020.
“As the creator of My Ally, I assembled everything from scratch. HereI am continuing that travel at scale – creating the goods and tech from scratch, and looking at scale in the identical time. It is similar yet very distinct,” Deepti says. 
Her decade-long travel instructed her while technology can be utilised to solve consumer issues, bringing in transparency and trust were not simple.
“It is important for consumers to trust technology and find the perfect ROI. While everyone loves the notion of AI, nobody wants a black box which could make decisions for them, where it is impossible for them to see different elements,” she says.
This was one of her core functions together with My Ally. Her and her team had come up with an action center that opened the decision making workflow of the AI helper SKY. It was able to inform users the parametersusers can change the versions. This brought in transparency.
“It isn&; rsquo;t precisely how we utilize technology from our standpoint, but address all facets around trust and safety – and consider the consumer. Each organization is attempting to do that today. There has to be some semblance of control from the hands of the consumer,” Deepti says.
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For the love of physics
Deepti’so love for science and physics began early. Produced in a middle-class household in Hyderabad into a dad who was a tennis trainer and homemaker mom, sports played important part in her life. Her brother, Sandeep Yennireddy, has also played tennis internationally.
“My dad would take us to play tennis daily. I did play with and enjoyed the game, but was more interested in the library in NV Stadium. However, I went on to play tennis in college and won a golden medal for IIT Madras. The motive academics was significant was because my parents inculcated in us early on that education was the biggest equaliser,” Deepti says.
Deepti together with her mother and brother
In high school when she was one of the best 10 in a mathematics Olympiad, Deepti knew she wanted to do something in mathematics and sciences instead of medication, which was her mother’so fantasy.
“I knew the very best bet was technology. I had fallen in love with physics. Even today I read about physics discoveries, talk about physics issues with my son, and love teaching it,” she says.
In 1999-2000, Deepti learn about IITs and moved through the conventional exam preps. In 2002, she made to IIT Madras.
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Learning in IIT Madras
Deepti was keen to study electrical engineering in either IIT Bombay or even IIT Madras. She got through IIT Madras and proceeded through the mill for another four Decades. She was one of the six women in a course of 120 individuals.
“IIT has been a life-shaping adventure for me personally. It was the very first time I could observe people produce and assemble things, and also do things on their own. Everyday people were building things, conducting tech evaluations. In my very first year, I was soldering on my own, and it wasn’t from a book. I was fixing a tool to a bike to work out how many kilometers it was moving, to assess the space,” Deepti says.
This encounter changed her life, and that I realised there was a lot that individuals can do with a tiny bit of knowledge. She tinkered around with different programs and appliances during her college years, as well as considered starting up.
Deepti worked on desalination projects and other tiny ideas, but 2006 decided to get a job. She worked in oil field companies such as Schlumberger and Shell from 2006 to 2009, however the notion of starting up was always there in the back of her brain.
At Schlumberger, which she joined in 2006, she would construct and run hardware resources to collect information for ONGC etc over the oil and gas space.
In 2008, she joined Shell where she worked on collecting and interpreting data from various hardware resources across various countries. In this period, she travelled to Bahrain, Egypt, and Scotland.
Deepti together with her son
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Standing up for himself
Deepti says one of those constants was ldquo;I was consistently one of the few girls on the groups ”. “”I learnt building things from scratch. I was managing groups of people in high pressure situations with tens of thousands of dollars at stake. This was in distant places across India at which there were no bathrooms, no places to maneuver …I was the sole girl,” she says.
Being the sole woman and one of the youngest on the group supposed there was bias. “It took some time for clients and my own teammates to take me seriously. I had to add extra effort. I felt like an imposter, and had to perform 20 times tougher for them to take me seriously,” she recollects.
This meant she had to develop a thicker skin and also understand to not take a no for an answer.
“As a creator, you notice a no every day…you build a thick skin and also understand that nobody is seeing what I am seeing. I, as a girl, was never believed although it kept me moving. ” 
Together with her team in the US
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Learning the company side of things
In 2009, Deepti realised she would have better opportunities in the US, as this was where the newest technology and innovation were being viewed. She wished to understand how businesses function, and joined the business school in Southern Methodist University, Dallas, US.
When she passed out in 2011, she knew she had more control expertise and interned and worked in early-stage VC firms like Silver Creek Venture Partners and Oppenheimer Funds. She went on to operate in UGST Investors LP before 2014 end.
“I got super-excited about VCs, startups, along with also the best companies being made. I had my son in 2013, pivotal since I knew I had to jump ahead and begin. I believed that I wouldn’t even need add any value to anybody if I continued what I was doing. This caused the choice to start up,” Deepti says.
Deepti in IIT Madras
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Starting up My Ally
In 2015, Deepti began My Ally having a buddy from IIT Madras. It began as a AI-powered executive assistant that could set up meetings throughout NLP and ML – a private pain stage during Deepti’s company life.
This evolved into recruitment stage automation solutions, where they focused on the fact that construction AI in business scenarios needed precision.
“You need guidance to make it work in a constrained manner, and determine how interviews occur in organisations. This set the product up for achievement; it was then expanded it into a full-scale platform. Our AI would automate conversations between the business and applicants,” she says.
My Ally, an AI-powered HR automation alternative, increased funds out of Storm Ventures, had Valley biggies such as Gokul Rajaram as shareholders, and had clients such as Booking.com and SAP. In September 2020it was obtained by Phenom People, a unicorn from the conversational AI area.
Today, over 10,000 recruiters and talent acquisition professionals utilize this solution each day to save up to 20+ hours per week.
Deepti’s Team
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Focusing on the user
Deepti is now focused on building powerful and responsible tech. She appears at product managers and engineers from two lenses. “I think, to get a product, what’s important to me personally is intense empathy towards customers. A product manager should think from the consumer’s perspective every way. Use a data-centric and qualitative approach and concentrate on the consumer,” she says.
She considers engineers are of two kinds: people who code quickly and are extremely important at an early stage as founders need individuals who are able to build quickly, and people that are structured and have an established track record (needed to scale).
Deepti advises all girls techies to believe in themselves. “We are searching for a reason, [and shouldn’t feel] the imposter syndrome where we think we don’t belong. We deserve our location. ”
She adds it is very important to techies to make products which produce good for the community.
”Every product is mostly for gain and also to earn money. Speedy growth is required, but it is also very important to consider collective common good. We will need to think of safety and hope, if we’re overlooking something, if we’re creating a monster,” ” she says.
Each and every leader should learn to concentrate on their top three priorities and align what they do to these three priorities they’ve chosen.
“That is the North Star. I step back and inquire if whatever I do is aligned with my top few priorities. I’ve left everything which isn’t even connected to them. There is always some thing to do. Everybody brings things to you, but are they in the three top priorities? ” Deepti says.
Edited by Teja Lele
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