Sravanth Gajula : Revolutionizing Advertisement With Digital Out-Of-Home Approach
Sravanth Gajula
Co-Founder
The company has orchestrated an impressive network of over 50,000 connected digital screens, strategically deployed across residential gated communities, corporate tech parks, super markets, and premium shopping destinations.
This transformative vision belongs to Sravanth Gajula, whose journey spans international corporate excellence at Fortune 500 companies like Microsoft to pioneering startup leadership. Armed with credentials from MIT Sloan University and the prestigious Indian School of Business, Sravanth combines technical prowess with global business acumen.
His leadership philosophy, emphasizing empathetic problem-solving and purpose-driven strategies, has positioned Adonmo as an ecosystem that democratizes DOOH advertising while creating meaningful brand-consumer connections. Sravanth's core belief that successful sales begin with understanding customer problems drives Adonmo's mission to revolutionize India's urban advertising landscape.
Tell us about some valuable lessons you have acquired from ISB that are useful in your current role.
My ISB experience was transformative, particularly coming from an engineering background. The diversity proved invaluable, my study group included a Kargil War veteran, a former marketing head, a BMW engine designer, and a doctor. This exposure broadened my perspective dramatically, teaching me to embrace viewpoints beyond my technical comfort zone.
ISB's intensive one-year program packed 32 courses alongside numerous parallel activities, creating an environment of constant pressure and decision-making. This intensity taught me crucial skills in prioritization and making intentional choices under extreme time constraints, abilities that directly translate to entrepreneurial challenges today.
The program fundamentally restructured my thinking approach, helping me focus on high-impact initiatives rather than getting lost in operational details.
Practical tools like conjoint analysis and consumer behavior frame works became essential weapons in my business arsenal. Beyond academics, ISB's peer network remains one of my most valuable resources. Whether seeking strategic advice, exploring partnerships, or navigating complex business decisions, my classmates, now leading global organizations, provide insights that money can't buy. This network continues to prove instrumental in Adonmo's growth journey, offering perspectives that shape our strategic direction.
How do you make use of your alumni network?
The strength of ISB's alumni network lies not just in its reach but also in its genuine willingness to support fellow graduates. During Adonmo's early fund -raising phase, I discovered one of our potential investors was from ISB's founding batch of 2008. That shared background immediately created trust and smoother negotiations. When we needed guidance on company valuation, my classmate Suman, now managing a multi-billion-dollar Middle East fund, provided invaluable insights that shaped our strategy.
Our CFO, Gnan Vikas, exemplifies this network's power. A batch topper, former KPMG leader, and co-founder of Revv Cars, he joined Adonmo full-time, bringing tremendous leadership strength. Alumni across cities regularly offer feedback, particularly in marketing, where my peers now lead teams at Amazon, Flipkart, and other major organizations. This network transforms challenges into collaborative problem-solving opportunities, providing perspectives beyond traditional business relationships.
What memory stands out from your time at the institute?
One memory that truly stands out from my time at ISB is leading iDiya, the institute’s flagship initiative supporting social impact startups. I built a passionate team of 40 members, nearly triple the usual size, and together we created one of the most memorable editions ISB had seen. The event featured distinguished speakers, including Montek Singh Ahluwalia, former Deputy Chairman of the Planning Commission of India, with whom I had a 30-minute one-on-one discussion on financial strategy and policy. We also welcomed Shaheen Mistry from Teach for India and Dr Jayaprakash Narayan.
Most importantly, participating startups raised over $2 million in funding, a testament to the impact we helped foster. This journey wasn’t just about organizing an event, it shaped my leadership and reinforced the power of purpose-driven work. It was a proud moment when I received ISB’s Young Leader Award (given to the top one
Growth begins the moment you stop clinging to who you were, and start moving toward who you’re meant to be
How do you make use of your alumni network?
The strength of ISB's alumni network lies not just in its reach but also in its genuine willingness to support fellow graduates. During Adonmo's early fund -raising phase, I discovered one of our potential investors was from ISB's founding batch of 2008. That shared background immediately created trust and smoother negotiations. When we needed guidance on company valuation, my classmate Suman, now managing a multi-billion-dollar Middle East fund, provided invaluable insights that shaped our strategy.
Our CFO, Gnan Vikas, exemplifies this network's power. A batch topper, former KPMG leader, and co-founder of Revv Cars, he joined Adonmo full-time, bringing tremendous leadership strength. Alumni across cities regularly offer feedback, particularly in marketing, where my peers now lead teams at Amazon, Flipkart, and other major organizations. This network transforms challenges into collaborative problem-solving opportunities, providing perspectives beyond traditional business relationships.
What memory stands out from your time at the institute?
One memory that truly stands out from my time at ISB is leading iDiya, the institute’s flagship initiative supporting social impact startups. I built a passionate team of 40 members, nearly triple the usual size, and together we created one of the most memorable editions ISB had seen. The event featured distinguished speakers, including Montek Singh Ahluwalia, former Deputy Chairman of the Planning Commission of India, with whom I had a 30-minute one-on-one discussion on financial strategy and policy. We also welcomed Shaheen Mistry from Teach for India and Dr Jayaprakash Narayan.
Most importantly, participating startups raised over $2 million in funding, a testament to the impact we helped foster. This journey wasn’t just about organizing an event, it shaped my leadership and reinforced the power of purpose-driven work. It was a proud moment when I received ISB’s Young Leader Award (given to the top one
percent of the class), recognizing this achievement. That memory reminds me that leadership is about showing up for what truly matters and creating real change.
How would you describe your leadership approach?
My leadership approach is grounded in a few core principles I practice daily. First, I believe in appreciating in public and correcting in private. Publicly recognizing a team member’s effort, no matter how big or small, fosters a culture of appreciation and motivates others. At the same time, when something needs to be addressed or improved, I ensure it’s handled privately, with respect, clarity, and an intent to support, not shame.
Language also plays a crucial role. I intentionally use “we” instead of “I”, which might seem minor, but it cultivates a collective mindset. It reinforces the idea that we win and learn together, and that every member’s contribution matters.
Another cornerstone of my leadership is empathy. Understanding what people are going through and showing genuine care builds trust, resilience, and collaboration, especially in high-stakes environments.
Lastly, I start with purpose. When people know why they’re doing something, they’re more invested and aligned. A purpose-driven approach doesn’t just improve out comes, it brings deeper meaning to the work and creates teams that are both high-performing and deeply fulfilled.
What is the future destination you have envisioned for yourself?
I don’t chase destinations anymore. I’ve learned that growth doesn’t come with milestones, it comes with movement. Steady, intentional, purpose-driven movement.
We’ve always built with two north stars, namely profitability and purpose. Scaling without losing soul. Growing without forgetting why we started. That’s the future I want to walk toward, a business that breathes impact without burning out.
But my vision isn’t just corporate. When I was 21, I started an orphanage. No grand plan,just a need to act. Today, we support over 70 children. And someday, I want to scale that with the same seriousness we scale companies.
The real goal? To keep showing up. For the team. For the mission. For the kids who don’t get second chances. It’s not about building one unicorn. It’s about building quietly, consistently, for good.
Because the destination doesn’t define you, the way you walk toward it does.
Sravanth Gajula, Co–Founder, Adonmo
An alumnus of MIT, Solan University, and the Indian School of Business, Sravanth co-founded Adonmo, building India’s Largest Ambient Media Network.
How would you describe your leadership approach?
My leadership approach is grounded in a few core principles I practice daily. First, I believe in appreciating in public and correcting in private. Publicly recognizing a team member’s effort, no matter how big or small, fosters a culture of appreciation and motivates others. At the same time, when something needs to be addressed or improved, I ensure it’s handled privately, with respect, clarity, and an intent to support, not shame.
Language also plays a crucial role. I intentionally use “we” instead of “I”, which might seem minor, but it cultivates a collective mindset. It reinforces the idea that we win and learn together, and that every member’s contribution matters.
Another cornerstone of my leadership is empathy. Understanding what people are going through and showing genuine care builds trust, resilience, and collaboration, especially in high-stakes environments.
Lastly, I start with purpose. When people know why they’re doing something, they’re more invested and aligned. A purpose-driven approach doesn’t just improve out comes, it brings deeper meaning to the work and creates teams that are both high-performing and deeply fulfilled.
What is the future destination you have envisioned for yourself?
I don’t chase destinations anymore. I’ve learned that growth doesn’t come with milestones, it comes with movement. Steady, intentional, purpose-driven movement.
We’ve always built with two north stars, namely profitability and purpose. Scaling without losing soul. Growing without forgetting why we started. That’s the future I want to walk toward, a business that breathes impact without burning out.
But my vision isn’t just corporate. When I was 21, I started an orphanage. No grand plan,just a need to act. Today, we support over 70 children. And someday, I want to scale that with the same seriousness we scale companies.
The real goal? To keep showing up. For the team. For the mission. For the kids who don’t get second chances. It’s not about building one unicorn. It’s about building quietly, consistently, for good.
Because the destination doesn’t define you, the way you walk toward it does.
Sravanth Gajula, Co–Founder, Adonmo
An alumnus of MIT, Solan University, and the Indian School of Business, Sravanth co-founded Adonmo, building India’s Largest Ambient Media Network.