Vishwas Mudgal Interview
Q. You’ve built businesses, written bestsellers, and inspired leaders. How do you introduce yourself beyond the titles?
I don’t define myself by titles — entrepreneur, author, investor — those are outcomes. At my core, I’m a dreamer. A dreamer who refuses to let an idea stay just an idea.
I’ve always believed that dreams, when pursued with obsession and clarity, have the power to shape reality. Whether it’s writing a book that sparks a movement, launching a startup that impacts millions, or building an ecosystem that uplifts a generation, I’m here to create things that matter.
More than building companies or IPs, I’m on a mission to build a movement. A movement that proves that India can lead the future — in AI, in storytelling, in entrepreneurship, in impact.
My dream isn’t just personal success, it’s about creating platforms that others can stand on, systems that scale goodness, and stories that shift mindsets.
If I had to truly introduce myself, I’d say this:
I turn ideas into reality, and then use that reality to inspire others to dream bigger. Because the world doesn’t change through noise. It changes when a few people quietly start building, and never stop.
Q. What inspired you to create GoodWorks Group, and how has the journey shaped your leadership philosophy?
The real story? It started with Sonia Sharma, my co-founder and life partner. She laid the foundation by launching GoodWorkLabs, and I later joined her as CEO to scale our first venture. What began as a boutique tech company soon became a force in AI, product innovation, and digital transformation.
And honestly, there’s been no looking back since. That one spark, of building something purposeful, ignited a larger vision. Today, GoodWorks Group spans 7 high-impact ventures across AI & enterprise tech (GoodWorkLabs, Kriatix), Co-working and real estate (GoodWorks Cowork), Global capability centers (Sansovi GCC), Edtech and skilling (NetSkill Learning), Angel investing (GoodWorks Angel Fund), And even a superhero storytelling universe (VMU).
What drives us is scale with substance. Our ventures have touched 1 billion+ end users, we manage over 1 million sq. ft. of office space, and we’re now building tech parks, AI platforms, and skilling ecosystems that will power the next decade of India’s growth story.
This journey has deeply transformed my leadership philosophy. Earlier, I thought like a founder. Now, I think like a systems architect. I don’t just ask “how can we grow?” — I ask: Can this run without me? Is this scalable, repeatable, and truly impactful? Will this uplift others beyond our direct reach?
The journey from a single startup to a conglomerate-in-the-making has taught me that leadership isn’t about being at the center of everything, it’s about building people, platforms, and processes that thrive independently. That’s the new mindset I carry, from doing, to designing. From founder to builder of builders.
Q. You’ve often spoken about building not just companies, but also cultures. What’s the biggest mistake founders make in that area?
The biggest mistake? Founders treat culture like a “byproduct” instead of a “blueprint.” They focus so much on product, revenue, and growth, which are essential, but forget that culture is the invisible engine that drives everything. If you don’t design it intentionally, a default culture sets in and that can break your company when you scale.
In my experience, culture is not about free snacks or open offices. It’s about how decisions get made when no one is watching? What behaviors are rewarded vs tolerated? Whether your people feel ownership or just obligation?
At GoodWorks Group, we made a deliberate choice early on. Build a culture of ownership, trust, and audacious thinking. We empower intrapreneurs across our companies. We don’t micromanage. We don’t build for now, we build systems and leaders who can grow far beyond us.
And culture isn’t set in stone, it evolves. But as a founder, you must set the first principles. If you don’t, someone else (or chaos) will. So to every founder out there- 'Don’t just build a team to hit your targets. Build a culture that outlives you.'
Q. Your novel The Last Avatar blends mythology with futurism. What made you bring superheroes into Indian storytelling?
I grew up loving superheroes, but they were always from the West. Iron Man, Batman, Superman… they were brilliant, but I kept wondering, 'where are our superheroes?' 'Why doesn’t India, with its rich mythology, ancient wisdom, and futuristic imagination, have a superhero universe of its own?'
That’s where The Last Avatar was born. It wasn’t just a novel. It was a vision to create a modern mythos that combines Indian spirituality, science fiction, and action into something new and gripping. Kalki, the last avatar of Vishnu, was the perfect starting point.
But instead of retelling old legends, I reimagined them in a dystopian future, one where ancient secrets, lost technologies, and hidden powers shape the destiny of the world. The goal was clear. To give India its own superhero universe. Something we can proudly take to the world.
And that’s how VMU – the Vishwas Mudagal Universe was born, an ever-expanding world of immortal warriors, secret orders, and battles between good and evil, deeply rooted in Indian culture yet universally relatable.
For me, storytelling isn’t just about entertainment. It’s about building identity. Inspiring generations. Creating movements. That’s the power of superheroes, and now, India has its own.
Q. How do your roles as CEO and author complement or challenge each other?
They might seem like opposites, but to me, being a CEO and an author are deeply interconnected.
At the core, both roles require vision, storytelling, and the ability to imagine what doesn’t exist yet, and then build it. Whether I’m writing a novel or launching a new venture, I start with the same question: What if…?
Being an author gives me the power to think without boundaries; to dream big, to challenge norms, to envision worlds beyond the ordinary. That creative muscle directly fuels my role as a CEO. It helps me lead with imagination, communicate with emotion, and build companies with soul.
At the same time, being a CEO grounds me in execution. It teaches me discipline, systems thinking, and how to scale ideas into reality, lessons that come back and sharpen my writing too.
Of course, it’s not always easy. There are days when the boardroom and the blank page feel like they’re pulling me in opposite directions. But I’ve learned to flow between the two. Creator in the morning. Operator by day. Dreamer by night. Ultimately, both roles fuel each other.
They allow me to live a life where I don’t just build companies or write stories. I build stories that become companies, and companies that become movements.
Q. What advice would you give to young entrepreneurs navigating failure in the age of instant success?
Don’t get fooled by social media and the glamorous entrepreneurial reels. Everyone’s showing unicorn wins, but no one’s posting about the all-nighters, burnouts, or failed pivots. I’ve been there, shut down a startup, hit rock bottom. But that failure taught me more than any success ever could.
Failure isn’t the end. It’s tuition. It builds resilience, clarity, and reinvention.
Here’s my 3-step mantra:
Reflect fast.
Rebuild smarter.
Reframe the story.
Success isn’t viral. It’s inevitable, if you stay in the game long enough.
Q. What’s a lesser-known challenge you faced while scaling your businesses that taught you a lasting lesson?
One of my biggest lessons came early, when my first startup Jobeehive failed. We had great traction. Lots of users. Buzz in the ecosystem. But we made one crucial mistake: we didn’t focus on monetization. All our energy went into traffic and user growth, with no real revenue model to back it up. When the funding winter hit, we had no runway. No sustainability.
That experience hit hard, but it was the best teacher. Since then, I’ve vowed that every venture I build must have a solid business model from Day 1. It should never depend on external funding to survive. Growth is important. But sustainability is non-negotiable.
That mindset has shaped how I build everything today, from GoodWorks to VMU Superhero Universe.
Q. You’re a storyteller at heart. What’s one leadership trait that every great founder must‘write into their journey?
It’s Authenticity. In storytelling and in leadership, people connect with what’s real. Founders who lead with honesty, vulnerability, and purpose create loyal teams, trusted brands, and lasting impact. If your journey isn’t authentic, your story won’t inspire.
Bio:
Vishwas Mudagal is a dynamic entrepreneur, best-selling author, and the visionary founder of GoodWorks Group. With a passion for building impactful businesses, powerful brands, and future-ready leaders, he has carved a unique space at the intersection of technology, storytelling, and innovation. His national best-seller "Losing My Religion" and his latest superhero series "The Last Avatar" reflect his commitment to blending inspiration with imagination. He is also the host of the Vishwas Mudagal Show, where he shares powerful insights on success, leadership, and life.
Interviewed by: Anish Singh
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