As the calendar approaches March 8, the world is set to celebrate International Women's Day. In an interview with Outlook Business, Vymo’s Co-founder and CEO Yamini Bhat explained that many working women hesitate to step into leadership roles because they feel they must be completely ready. She also shared insights on Vymo’s fast growth, its unique culture that promotes innovation from within, and what sets the start-up apart.
The 'About Us' section of your website states that Vymo is more than just a CRM. In your view, what differentiates Vymo from conventional CRM platforms?
Most CRMs are built as compliance tools—systems where sales teams log activities after the fact. But logging activities does not improve sales outcomes. Vymo was built differently. It is designed to enable sales teams to sell better, not just track what they have done.
Vymo transforms sales execution in financial services through a Distribution Management System (DMS) that helps sales teams engage more effectively and a Collections Management System (CMS) that improves recovery efficiency for banks and NBFCs. Instead of being a passive system of record, Vymo actively drives engagement with real-time nudges, AI-powered insights and automation that reduces manual effort.
Vymo is mobile-first, intuitive and industry-specific, making it easy to adopt and effective from day one. It is built to fit into how sellers already work, rather than forcing them into rigid workflows. That is what makes it more than just a CRM—it is a performance enabler.
With a background in leading sales transformation programs at McKinsey, how have those experiences influenced your approach to product development and client engagement at Vymo?
When you work closely with sales teams, you see how much time is wasted on non-revenue-generating activities—data entry, admin tasks, compliance reporting. Salespeople do not need another tool that adds to their workload. They need a system that helps them sell better, faster. That is what shaped our approach at Vymo. We designed Vymo to be seller-centric. That means removing friction from the sales process, automating tasks salespeople do not need to do manually, and providing real-time nudges that guide them toward the best next action.
It also means giving managers better visibility into performance, not through reports they have to chase, but through insights that surface automatically. The core idea has always been the same: help sales teams perform at their best without making them change how they work. That principle continues to drive everything we do, from product development to how we engage with our clients.
A 2024 study found that 75% of working mothers suffered a career setback of one to two years after taking maternity leave. How can this be resolved, in your opinion?
At Vymo, we are committed to accelerating action for gender equality by ensuring that every woman who walks through our doors finds the support, opportunities and longevity needed to thrive in her career. Our goal is to unlock potential, break barriers and create a workplace where success knows no limits.
Career growth should not be derailed by life stages. Women need the flexibility to slow down when needed without losing momentum altogether. That is the real challenge—helping women stay connected to their careers in ways that work for them. Support systems make all the difference. Strong professional networks, mentorship and structured returnship programs can help women navigate transitions smoothly. Organizations also need to be intentional about reintegration, ensuring returning mothers are not sidelined but given meaningful opportunities to re-engage at their pace.
And for women themselves, the biggest shift is to stay in the game. Taking a pause is not the same as stepping away. Staying engaged—through learning, networking or part-time projects—can make the transition back much smoother.
You have emphasized creating an intrapreneurial culture within Vymo, aiming to encourage future entrepreneurs. Can you share specific programs or practices you have instituted to cultivate this environment, and how do you measure their success?
Great companies are built by people who take ownership and that is the kind of culture we encourage at Vymo—one where people are empowered to solve problems, not just do their jobs.
One of the ways we do this is through cross-functional problem-solving. If someone in engineering spots a sales challenge, they can work directly with the sales team to solve it. There are no silos. We also have mentorship programs, where they can connect with leaders and peers to discuss challenges and opportunities openly.
Success here is not measured by the number of programs we run—it is reflected in how often people step up, take ownership and drive initiatives that create impact. When people feel like they are building something, rather than just working on tasks, you know the culture is working.
A 2024 survey found that women in senior leadership roles account for 18.3% in India, a decline from 2023. In your experience, what are the key hurdles women leaders face in advancing their careers?
One of the biggest barriers is visibility and confidence. Many women hesitate to take on leadership roles because they feel they need to be 100% ready before stepping up. The truth is, no one is ever fully ready—growth happens in the role, not before it.
Women need to actively seek leadership opportunities instead of waiting for them to be offered. Having the right mentors, professional networks and leadership training can help build confidence. It is also important to be vocal about career aspirations—if leadership is the goal, make sure decision-makers know it.
For companies, the responsibility is to create a culture where leadership is accessible. This means sponsoring women for leadership roles, not just mentoring them, and ensuring that leadership pipelines are inclusive at every stage.
The company has expanded its presence in North America, Japan and Asia. What are the key operational and market-specific challenges you have faced in these regions, and how have you adapted your strategies to meet local demands?
Every market is different, and success depends on understanding what drives decision-making in each region.
In India and Asia, Vymo is well-established, so our focus is on deepening customer relationships and expanding our impact within existing accounts. In North America, where we are still building our presence, the priority has been brand visibility and trust-building. That means being where our customers are—whether it is at industry events, forums and through strategic partnerships. One thing that remains constant across markets is the need to prove tangible impact. The conversations may be different in different regions, but the expectation is the same—customers want to see measurable outcomes. That is where our focus remains.
With the intelligence engine generating three million nudges monthly, how do you balance the role of automation with the need for personalized interactions, and what processes ensure that this balance remains effective over time?
Sales is no longer about providing information—customers already have access to everything they need online. The real value salespeople bring today is guidance, expertise and trust-building. Automation helps by handling the repetitive tasks—logging activities, scheduling follow-ups and updating records—so salespeople can focus on what they do best: building relationships and providing meaningful advice.
It is not about making human interactions more valuable. The balance is maintained through continuous learning. We analyse how sellers engage with nudges, what drives better outcomes and refine the system accordingly. The goal is to augment human intelligence, not replace it.
India Inc. leaders have been debating working hours for early-career professionals and the end of hybrid working models. Do you find this troubling for women in particular?
Rigid work models tend to impact women disproportionately, especially those balancing caregiving responsibilities. Hybrid work has been a game-changer in retaining female talent, and moving away from it could lead to more women stepping out of the workforce. Instead of focusing on working hours, organizations should focus on outcomes and flexibility.
Productivity is not about being in an office for a set number of hours but delivering results. Companies that understand this will attract and retain the best talent, regardless of gender. For women, having flexibility is about working smarter. Organizations that support this will build more inclusive and high-performing teams in the long run.
