Prasad Ajgaonkar, CEO, iRealities
Prasad Ajgaonkar is the CEO of iRealities. From solving the most complicated technical problems, to making India’s most commercially successful animated movie, he is not just a dreamer- he’s a doer. Prasad’s unique and innovative ideas to revolutionize the multimedia industry and digital businesses, don’t just remain ideas, he brings them to fruition with his constant determination and enthusiasm. His personality is mirrored in the iRealities culture and successes.
Empathy and the practice of stepping into various stakeholders’ shoes is something Prasad ensures that the entire iRealities team follows. In conversation with Dominic Rebello, Prasad says, “Digital content must be produced with interactivity, strategy and intelligence.”
Tell us a few words about iRealities?
For over 25 years, the heart of what we do at iRealities is seamlessly combine high quality content with the most advanced technology to digitally transform businesses as well as produce ground-breaking 3D animated and live action feature films and television serials.
How is iRealities different from others?
At iRealities, innovation is simply our bloodstream. We love doing things no one else has done before and love being the first ones to implement digital transformations. Despite being a 25-year-old+ organisation, we perpetually operate on a start-up mindset. iRealities started off as 2-3 motivated and energetic friends in their 20s coming together to learn and have fun. Now iRealities is simply 150 friends getting together, working energetically and harmoniously.
Any expansion plans?
Yes! Both internally within India, as well as globally. We have already begun operations in Delhi and few other cities in India. We have the ball rolling in the UK and plan to begin operations in the UAE and US too. I’m very excited about our expansion plans!
Your vision for the company?
Our vision is to be the largest digital content company in India. By content I do not only mean entertainment or linear content such as videos, documentaries or text. Digital content must be produced with interactivity, strategy and intelligence.
Most content players in the market specialise in vertical content. For instance, there might be someone very good at corporate content, or someone good at entertainment content, or someone good at television serials. However, there is rarely any leveraging of strengths between each of the different types of content. A person doing corporate content can benefit a lot from learning and producing entertainment content and vice-versa. This leveraging of content does not happen most often.
Where do you see yourself five years down the road?
Using the understanding of design, technology, content, communication and branding which I have acquired in the last 30 years, I personally want to devote my time and energy to two things: first, mentoring young companies and SMEs and secondly, solving social issues.
Supporting SMEs and young companies is very important to me and close to my heart. SMEs have no one’s support to back them up; not the government and not big agencies. This is an absolute pity and shame, because the nation’s real strength and future lies in SMEs’ hands. Supporting SMEs is the next big thing on my career bucket list. Over the last 30 years I have managed to work with very big agencies and companies in India, including the biggest brands and highly renowned MNCs. I want to apply this expertise and knowledge I have acquired when solving problems for SMEs and young companies.