Vish Narain : Investing With Vision, Leading With Purpose
Vish Narain
Managing Partner
Their influence extends beyond traditional business leadership, they are shaping policy dialogue, enabling cross-border investments, and mentoring the next generation of entrepreneurs. These leaders bring a unique blend of Indian values, global experience and a sharp under standing of regional business nuances, making them vital contributors to the UAE’s economic and social development.
An influential figure amongst these is Vish Narain, Managing Partner, Pulsar Capital, a leader whose journey spans continents and sectors. Born in Dehradun and educated at the prestigious Doon School, Vish pursued engineering at IIT Delhi before spending a decade abroad.
His early professional years were shaped at Deloitte Consulting in the U.S., followed by an MBA at Stanford University. He later joined McKinsey & Company, honing his strategic skills in global markets.
In 2006, Vish returned to India to join TPG, where he rose to become Partner and Country Head for TPG Growth. His experience has led to a deep belief that capital alone doesn’t create value, it’s the quality of people that truly drives success. He emphasizes that identifying exceptional entrepreneurs and leadership teams is more crucial than merely chasing large markets.
His track record reflects this philosophy, with early investments in companies like Healthium and Lenskart, spotting trends and value before they became mainstream. Lenskart, for example, has grown from a valuation of ₹500 crore to nearly ₹80,000 crore (~$10B), underlining the importance of foresight and backing the right people.
Today, his presence and insights are increasingly relevant in the UAE, where such leadership, anchored in global experience, deep investing acumen, and a peoplefirst philosophy, is helping shape the next phase of regional innovation and growth. Let’s hear more from Vish Narain in this one-on-one interaction.
How have your diverse global experiences contri - buted to your ability to provide strategic insights and governance?
My experience across regions like the U.S., Latin America, Southeast Asia, and the Middle East has given me a deep appreciation for cultural and operational diversity. The U.S. stands out for its technological innovation, while Southeast Asia emphasizes process discipline and efficiency.
In India, there's a unique blend of entrepreneurial drive and resilience, often thriving despite
limited resources. By integrating these regional strengths with global best practices in technology and execution, I’m able to bring a well-rounded, strategic perspective to governance and planning.
What are some key challenges you’ve faced in the industry, and how have you addressed them?
One major challenge has been scaling businesses in emerging markets without compromising on quality. For example, while India offers immense entrepreneurial talent, it some times lacks consistent productivity and systemic processes.
To address this, we’ve taken a blended approach, harnessing India’s entrepreneurial energy, combining it with Southeast Asia’s operational efficiency, and incorporating the West’s strengths in technology and execution.
This mix allows us to build scalable, high-performing businesses that are both innovative and disciplined. Adapting global best practices to local contexts has been central to overcoming these challenges effectively.
How do you view collaboration as a strategy for solving these challenges?
I see collaboration as essential, especially in a multipolar world where no single region has all the resources needed for success. At Pulsar Capital, head quartered in the UAE, we focus on cross-border investments between India and the Middle East. The Gulf region has significant financial capital, with five of the world’s ten largest sovereign wealth funds, but often lacks skilled human capital.
We bridge that gap by bringing in talent from India, Pakistan, Egypt, Jordan, and Europe. By combining the region’s capital with diverse talent from across geographies, I believe we have the potential to build a new innovation hub, possibly a future Silicon Valley, in the next 20 years.
As a leader, how do you balance ownership, strategy, and daily operations? How do you foster a culture of learning among your teams?
I believe in empowering rather than micromanaging. We bring in exceptional CEOs, CFOs, and operators and give them the autonomy to lead. My focus remains on high-level strategy, capital raising, and building key relationships. While we have regular weekly or monthly check-ins to stay aligned, the goal is to support, not control, our teams.
Fostering a learning culture is equally important. I read extensively and often share articles or insights via Slack to spark conversations. We keep the environment flat and open, where even junior team members are encouraged to contribute ideas. We also set annual development goals across key areas like finance, technology, and AI to ensure continuous growth and learning.
How do you promote the use of digital tools and innovation across your portfolio companies?
We take a tech-first approach across our portfolio. Most of the companies we back are either technologyled or deeply reliant on digital tools to drive efficiency and scale. Rather than simply adding more people to solve
What are some key challenges you’ve faced in the industry, and how have you addressed them?
One major challenge has been scaling businesses in emerging markets without compromising on quality. For example, while India offers immense entrepreneurial talent, it some times lacks consistent productivity and systemic processes.
To address this, we’ve taken a blended approach, harnessing India’s entrepreneurial energy, combining it with Southeast Asia’s operational efficiency, and incorporating the West’s strengths in technology and execution.
This mix allows us to build scalable, high-performing businesses that are both innovative and disciplined. Adapting global best practices to local contexts has been central to overcoming these challenges effectively.
My mantra is to always think ahead of the curve and spot opportunities others might miss
How do you view collaboration as a strategy for solving these challenges?
I see collaboration as essential, especially in a multipolar world where no single region has all the resources needed for success. At Pulsar Capital, head quartered in the UAE, we focus on cross-border investments between India and the Middle East. The Gulf region has significant financial capital, with five of the world’s ten largest sovereign wealth funds, but often lacks skilled human capital.
We bridge that gap by bringing in talent from India, Pakistan, Egypt, Jordan, and Europe. By combining the region’s capital with diverse talent from across geographies, I believe we have the potential to build a new innovation hub, possibly a future Silicon Valley, in the next 20 years.
As a leader, how do you balance ownership, strategy, and daily operations? How do you foster a culture of learning among your teams?
I believe in empowering rather than micromanaging. We bring in exceptional CEOs, CFOs, and operators and give them the autonomy to lead. My focus remains on high-level strategy, capital raising, and building key relationships. While we have regular weekly or monthly check-ins to stay aligned, the goal is to support, not control, our teams.
Fostering a learning culture is equally important. I read extensively and often share articles or insights via Slack to spark conversations. We keep the environment flat and open, where even junior team members are encouraged to contribute ideas. We also set annual development goals across key areas like finance, technology, and AI to ensure continuous growth and learning.
How do you promote the use of digital tools and innovation across your portfolio companies?
We take a tech-first approach across our portfolio. Most of the companies we back are either technologyled or deeply reliant on digital tools to drive efficiency and scale. Rather than simply adding more people to solve
problems we focus on innovation, leveraging AI machine learning, and automation to create smarter, scalable solutions.
Typically, 20–30 percent of our operating spend is allocated to technology functions, which we see as essential for driving non-linear growth. This mindset not only increases efficiency but also positions our companies to scale rapidly and sustainably. For us, innovation isn’t optional, it’s fundamental to building future-ready businesses and potential unicorns.
What does your future roadmap look like for the next five years?
At Pulsar Capital, we currently have four high potential companies, and our focus over the next five years is to scale them into unicorns. Two of them are already well on their way, with valuations between $200 million and $500 million.
Beyond building successful businesses, I’m also looking forward to giving back. I’d love to engage more with the next generation, possibly through teaching or mentoring at institutions like IIT or Stanford.
Sharing realworld insights and lessons from my journey is something I’m passionate about. So, while business growth remains a priority, creating impact through education and mentorship will also be a key part of my roadmap.
What is your advice for emerging industry leaders?
My advice is to truly believe in yourself. Talent and intelligence matter, but they’re not enough on their own. I’ve seen many capable individuals fall short simply because they gave up too early. The journey, especially in entrepreneurship and leadership, is filled with challenges.
What sets successful leaders apart is persistence and the ability to stay resilient in tough times. It’s easy to stay motivated when things are going well, but real growth happens when you push through setbacks. Keep going, stay focused, and trust that consistent effort will ultimately lead to success.
What is your personal success mantra in navigating the corporate world?
My mantra is to always think ahead of the curve and spot opportunities others might miss. Equally important is surrounding yourself with people who are smarter and challenge you to grow. But above all, staying relentless is key.
Success comes from consistent drive, resilience, and the ability to follow through on your commitments. These qualities have been fundamental in helping me overcome challenges and unlock meaningful achievements throughout my career.
Vish Narain, Managing Partner, Pulsar Capital
Vish Narain is a seasoned global leader with extensive experience across the US, Latin America, Southeast Asia, and the Middle East. Currently at Pulsar Capital, he focuses on scaling high-potential companies through innovative techdriven strategies.
Recognized as a Young Global Leader by the World Economic Forum and a member of Stanford GSB Trust, Vish blends entrepreneurial energy with global best practices. He is passionate about fostering collaboration, continuous learning, and building the next generation of industry leaders.
Typically, 20–30 percent of our operating spend is allocated to technology functions, which we see as essential for driving non-linear growth. This mindset not only increases efficiency but also positions our companies to scale rapidly and sustainably. For us, innovation isn’t optional, it’s fundamental to building future-ready businesses and potential unicorns.
What does your future roadmap look like for the next five years?
At Pulsar Capital, we currently have four high potential companies, and our focus over the next five years is to scale them into unicorns. Two of them are already well on their way, with valuations between $200 million and $500 million.
Beyond building successful businesses, I’m also looking forward to giving back. I’d love to engage more with the next generation, possibly through teaching or mentoring at institutions like IIT or Stanford.
Sharing realworld insights and lessons from my journey is something I’m passionate about. So, while business growth remains a priority, creating impact through education and mentorship will also be a key part of my roadmap.
What is your advice for emerging industry leaders?
My advice is to truly believe in yourself. Talent and intelligence matter, but they’re not enough on their own. I’ve seen many capable individuals fall short simply because they gave up too early. The journey, especially in entrepreneurship and leadership, is filled with challenges.
What sets successful leaders apart is persistence and the ability to stay resilient in tough times. It’s easy to stay motivated when things are going well, but real growth happens when you push through setbacks. Keep going, stay focused, and trust that consistent effort will ultimately lead to success.
What is your personal success mantra in navigating the corporate world?
My mantra is to always think ahead of the curve and spot opportunities others might miss. Equally important is surrounding yourself with people who are smarter and challenge you to grow. But above all, staying relentless is key.
Success comes from consistent drive, resilience, and the ability to follow through on your commitments. These qualities have been fundamental in helping me overcome challenges and unlock meaningful achievements throughout my career.
Vish Narain, Managing Partner, Pulsar Capital
Vish Narain is a seasoned global leader with extensive experience across the US, Latin America, Southeast Asia, and the Middle East. Currently at Pulsar Capital, he focuses on scaling high-potential companies through innovative techdriven strategies.
Recognized as a Young Global Leader by the World Economic Forum and a member of Stanford GSB Trust, Vish blends entrepreneurial energy with global best practices. He is passionate about fostering collaboration, continuous learning, and building the next generation of industry leaders.