Jashan Mundi

Jobber

Account Executive

Money With Mundi 💰🇨🇦

In November 2020, I started educating Canadians on how to manage and grow their money so they can spend less time in spreadsheets and more time enjoying their life.

Since then, I have amassed over 1M impressions and built a community of over 20K followers while working 1:1 with Canadians to help create a bulletproof game plan for their money so they can retire comfortably (and early if they choose to).

Founder

FreshBooks

- Jun 2024: 150% quota attainment
- Jul 2024: 89% quota attainment
- Aug 2024: 127% quota attainment

SaaS Academy

Responsible for creating $9.5M in the pipeline and sourcing $1.21M in revenue

Q1 2023 (ramp)
- $602K pipeline generated
- $38K revenue sourced
- 11 qualified sets

Q2 2023
- $2.52M pipeline generated
- $308K revenue sourced
- 84 qualified sets

Q3 2023
- $3.22M pipeline generated
- $336K revenue sourced
- 76 qualified sets

Q4 2023
- $3.73M pipeline generated
- $636K revenue sourced
- 74 qualified sets

Sales Development Representative

Commsor

We believe that a thriving community is a company's most valuable asset. Community unlocks the power of your customer network, enabling you to scale your business, resources, and presence in ways that traditional marketing or advertising channels can't.

Business Development Representative

Athennian

Responsible for generating over $494,865 in qualified pipeline in less than 5 months.

December 2021
- 100% of quota (meetings occurred)
- 100% of quota (qualified)

January 2022
- 100% of quota (meetings occurred)
- 200% of quota (qualified)

February 2022
- 128% of quota (meetings occurred)
- 200% of quota (qualified)

March 2022
- 100% of quota (qualified)

Athennian’s cloud-based entity management platform provides innovative solutions that enhance global corporate governance in scalability, compliance, and efficiency. With Athennian’s secure, streamlined, and intuitive software, legal teams can make critical data-driven decisions, scale faster, and drive profits.

Eaton

- Enter requisitions on a weekly basis valued over $100,000 > ISO’s against multiple suppliers located in Canada, the United States, and Mexico in order to replenish stock and for customer truck down requirements.

- Took the lead in decreasing slow-moving physical inventory by more than $100,000 in the span of 12 months by implementing a Min-Max inventory control system across multiple Eaton distribution locations.

- Responsible for managing 15 different OEM channels by leading communication regarding order management, shipments, product return approvals and resolving operational issues and customer complaints.

- Improved Canadian Aftermarket OTD (On-Time Delivery) from under 60% to 95%+ and average lead-time for same-day/overnight shipments from 3 days to less than 1 day in 6 months by utilizing my skillset in MRP systems and procedures.

- Responsible for systematically and physically receiving over $150,000 worth of goods from Eaton plants and customers on a monthly basis using Oracle ERP.

- Took the initiative to adjust and correct month-end discrepancies in inventory through cycle count, conversion, or obsolete parts.

- The lead team member in Canada responsible for managing physical inventory count and assisting with reconciliation with Finance personnel to ensure a timely launch.

- Approve or disapprove $200,000+ worth of customer product return requests, customer core credits, and credit and rebilling procedures.

- Effectively coordinate inventory requirements with the Aftermarket team to ensure the National Remanufacturing Centre receives the parts required in order to build more transmission units to satisfy min-max levels and fulfill customer orders in a timely manner.

Customer Service Representative

Money Coach For Canadians 🇨🇦 // Tech Sales 🤝

As a dynamic B2B SaaS Sales Professional, I specialize in driving revenue growth and building lasting relationships within the software and technology sectors.

With a proven track record of generating substantial pipelines, exceeding sales targets, and closing complex deals, I bring a strategic approach to every opportunity.

Key Highlights:

- Sales Excellence: Generated over $4M in qualified pipeline and sourced over $1.25M in ARR so far in my SaaS Sales career

- Proven Track Record: Successfully met or exceeded fully ramped quota in every fiscal quarter for the past 3 years

- Entrepreneurial Spirit: Started my financial education business in 2020 and have coached over 100 Canadians on how to manage their personal finances so they can save more, invest more and live better.

My expertise lies in understanding client needs, delivering tailored solutions, and driving customer success. I thrive in fast-paced environments and am passionate about leveraging innovative SaaS solutions to solve complex business challenges.

Specialities Include:

- Account Management
- Business Development
- Strategic Sales Planning
- Pipeline Generation
- Client Relationship Management
- Closing Complex Deals

If you're looking for a dedicated Account Executive with a passion for technology and a knack for exceeding sales goals, let's connect.

I'm eager to explore opportunities where I can contribute to driving growth and success in your business.

Building Orelia Capital | Customer Success @ Enable

I write about how startups actually get built.

Not theory. Not hype.
The real tradeoffs behind PMF, distribution, product thinking, and long-term decision making.

My perspective comes from working close to the engine room of SaaS companies: customer success, implementation, product feedback loops, and AI-enabled workflows across early and growth-stage teams.

My focus sits at the intersection of:
• SaaS and early-stage startups
• AI and product strategy
• Founder psychology and execution
• Career, identity, and leverage over time

I’m interested in what compounds, what breaks, and what most people learn too late.

If you care about signal over noise, you’ll feel at home here.

– Vaibhav Sharma

Vaibhav Sharma

This picture is from my graduation in Sydney in 2022.
Standing next to my dad (papa).

At the time, it felt like a personal milestone.
A degree. A chapter closed. A photo worth framing.

What I didn’t fully understand then was the story behind him being there.

Papa has always spoken about his own father (my Dadaji) with deep respect.
Not in big speeches, but in how he lives.
Responsibility before comfort.
Showing up without needing recognition.

Growing up, I watched that respect turn into action.

There was never pressure to chase a predefined idea of success.
No obsession with titles.
No fear-driven decisions passed down.

Just quiet belief.
And the freedom to figure things out, even when the path wasn’t obvious.

That kind of support is invisible while it’s happening.
You only notice it when you look back and realise how much risk someone absorbed so you could move freely.

This photo reminds me that progress is rarely solo.
And values, once inherited, come with responsibility.

Papa has always taught me, how you build matters just as much as what you build.

Grateful for my papa.
Grateful for the generations before him.
And grateful for the chance to carry that forward.

–VS

(Rajkumar Sharma)

SaaS | Startups | AI Strategy | Entrepreneurship

Ever wondered why the Michelin Man is white?

Back in 1898, tires were naturally a light grey. The iconic mascot simply reflected the color of the rubber at the time. By 1912, manufacturers started adding carbon to make the rubber stronger, which turned tires black.

The brand stayed white, but their strategy took a wild turn. They wanted people to drive more so they would wear out their tires faster. To make that happen, they created the Michelin Guide.

Here is how that changed the culinary world:

1. One Star: This means the food is great for its category. It is a solid place to stop if you are already nearby.

2. Two Stars: This indicates excellent cooking that is worth a detour. They wanted to give you a reason to add extra miles to your trip.

3. Three Stars: This represents exceptional cuisine worth a special journey. This is the ultimate goal for a tire company because it requires a long drive.

The lesson for founders is to look past your primary product. Michelin realized they weren't just selling rubber; they were selling the freedom of the open road. If you can create a reason for people to use your service more often, the sales will take care of themselves.

Think about the ecosystem around your brand.

McDonald's average order value just jumped by nearly 20%.

The food didn't change, but the screens did. Their self-order kiosks use a few clever psychological triggers to get people to spend more without even realizing it.

Here is how they do it:

- Smart Placement : The most expensive burgers are always at eye level. You see the premium options first, while the cheaper ones are tucked away at the bottom. It's the same trick supermarkets use to move high-margin items.

- The Automatic Upsell : When you pick a sandwich, the screen immediately asks if you want the meal. It is much harder to say no to a button than a person. This simple prompt turns a single item into a full combo almost every time.

- Last-Minute Temptation : Right before you pay, the kiosk shows "low-ticket" items like Sundaes or McFlurries. Since these feel cheap compared to the rest of the bill, it is easy to justify adding one last treat to the tray.

- Subtle Billing : The total cost isn't front and center. It is usually displayed lower down, near belt level. Keeping the price out of your direct line of sight reduces the "pain of paying" while you browse.

The lesson for founders is that convenience often beats price. If you make it easier for customers to enjoy their experience, they won't mind spending a little extra. Investing in tech that removes friction is almost always a winning move.

DoorDash pulled off a massive market takeover in just three years.

They jumped from a small slice of the delivery pie to owning over half the US market. They didn't do it by following the rules; they did it by finding the gaps their competitors ignored.

Here is how they crushed the giants (Uber, Grubhub, Postmates by Uber):

1/ Smart targeting: Instead of fighting over city centers, DoorDash focused on the suburbs. Families in larger homes order more food at once, which led to a much higher average order value compared to single city dwellers.

2/ Data as a partnership: They gave restaurants information they actually needed. By sharing local delivery trends and popular dishes, they became a strategic partner rather than just another delivery app.

3/ Building demand first: This was their cheekiest move. They added restaurant menus to the app before even signing a contract. By sending couriers to place orders manually, they proved the demand was there, eventually forcing big chains to join them officially.

4/ Community support: During the pandemic, they focused on keeping their drivers and partners afloat with better benefits and faster payments. This built long-term loyalty that the competition couldn't easily buy.

The lesson for any founder is that you do not need to be the first person in a market to win it.

DoorDash is a perfect example of the second-mover advantage.

If you can find an underserved audience and use data to solve their specific problems, you can still come out on top.

Focus on the untapped corners of your industry.

At some point, you realise the hardest part of growth isn’t discipline.

It’s honesty.

Honesty about what you actually want, not what sounds impressive.

Honesty about what you’re avoiding, not what you’re busy with.

Honesty about whether the effort you’re putting in is producing signal or just motion.

It’s easy to stay productive and still drift.
To make progress and still feel misaligned.

The shift happens when you stop asking,
“How do I do more?”

And start asking,
“What am I doing this for?”

That question doesn’t make you slower.
It makes you precise.

And precision is what compounds.

–VS

Human in the loop where it matters

AI features feel magical in a demo. In production, they meet edge cases, bad inputs, and real stakes. Not every workflow needs a human, but the right checkpoints turn risk into trust.

Places I keep a human:

- irreversible actions with customer impact

- low confidence on high-value tasks

- policy or compliance boundaries where context lives outside the model

- teaching moments where a quick edit improves the next answer

Design it like a relay, not a roadblock. The system proposes, the human edits fast, the product learns something useful. Users forgive a touchpoint that saves them from a bad outcome. They don’t forgive silent errors.

Confidence grows when the product chooses humility on the right steps.

Most people wait too long to take themselves seriously.

They treat their work like a draft.
Their thinking like a work-in-progress.
Their direction like something that can be revisited endlessly.

So nothing ever hardens.

No clear stance.
No real edge.
No momentum that compounds.

There’s a moment when growth requires a shift from exploration to commitment.

Not because everything is figured out.
But because optionality has stopped helping.

The people who move ahead aren’t always the most talented.

They’re the ones who decide:
“This is worth backing with my time and attention.”

And then they act like it.

That decision doesn’t make life easier.
It makes it clearer.

And clarity is what most people are actually missing.

–VS

Hi there!

I'm Vaibhav, Co-founder of Orelia Capital.

I love to talk about Wealth Systems, Smart Investing, Side Hustle and Entrepreneurship. I help people build Weath Systems to Unleash their Financial Potential, One Dollar at a Time.

In addition to my work as a writer, I'm also an Implementation Analyst at Enable, where I help businesses optimize their workflows and achieve their B2B incentive management goals through the power of technology.

My Mission is simple: to inspire and empower others and build a community of like-minded individuals who want to take control of their lives and achieve their full potential. Whether through my writing, my work at Enable, or my personal interactions with others, I'm committed to making a positive impact on the world around me.

If you're interested in learning more about my work and staying up-to-date with the latest trends and insights on building sustainable and impactful Wealth Systems, I invite you to join 1000+ Legends in my free weekly newsletter, Orelia Capital.

So why wait? 
JOIN Orelia Capital today → https://www.oreliacapital.com/

If you want to get in touch 1:1, visit my personal site:
GO HERE → https://www.vaibhavsharma.xyz/

Let's make magic happen!

Early on, comfort is the most expensive choice a founder can make.

It shows up as familiar problems.
Predictable routines.
Decisions that feel safe because they don’t challenge identity.

Comfort feels productive because nothing breaks immediately.
But nothing stretches either.

Choosing growth early often looks unreasonable from the outside.

It means doing things before you feel ready.
Taking feedback before confidence is high.
Exposing weak spots instead of polishing the story.

Most people delay this choice.

They wait for certainty.
They wait for validation.
They wait until the risk feels smaller.

By then, the cost is higher.

Growth early is uncomfortable by design.
It forces you to confront reality before narratives harden.
It builds judgment faster because the feedback is sharper.

Comfort delays that learning.

Founders who move faster later are usually the ones who chose discomfort sooner.
Not recklessly.
Deliberately.

They optimise for learning over optics.
For progress over protection.

That tradeoff compounds more than any early win.

–VS

Optionality feels safe.

Keep doors open. Delay decisions. Don’t lock into one path too early.

In the short term, it reduces risk.
In the long term, it often prevents progress.

Because optionality compounds indecision.

When everything is reversible, nothing is taken seriously.
When every path is kept open, no path gets enough energy to work.

Commitment does the opposite.

It creates constraints.
Constraints force tradeoffs.
Tradeoffs create clarity.

Most meaningful outcomes require a period where optionality is intentionally reduced.

A company commits to a market before it fully understands it.
A career commits to a skill before it is clearly rewarded.
A product commits to a use case before the data feels complete.

From the outside, this looks risky.

From the inside, it creates momentum.

Optionality is valuable early, when you are exploring.
Commitment becomes valuable when you are building.

The mistake is staying in exploration mode too long because it feels intellectually responsible.

Real leverage comes from well-timed commitment.

Not blind commitment.
Not emotional commitment.

Commitment informed by enough signal, then held long enough to compound.

The people who build durable things are not the ones with the most options.

They are the ones who choose deliberately, then go all in.

-VS

Vineeta Singh and Kaushik Mukherjee launched SUGAR Cosmetics in 2015 with a specific mission. They wanted to build a mid-priced, durable brand designed for Indian skin.

While global giants missed the nuances of the local market, SUGAR found its edge.

Even a solid business model faces hurdles. Here is what actually drove their growth:

1/ Make it easy to understand
Vineeta’s previous startup failed because the subscription model confused people. Customers only buy what they recognize. SUGAR succeeded by keeping the product different but the message simple.

2/ Address real pain points
Vineeta built for herself. She noticed the gaps in the beauty industry because she felt them daily. You stay relevant when you truly know the person using your product.

3/Build with actual passion
Her first venture barely paid the bills and felt like a chore. SUGAR worked because she actually cared about the beauty space. Longevity requires more than a paycheck; it needs purpose.

The takeaway for founders is clear. Don't just focus on being unique. Focus on being understood.

I had to write (speak) this post today. Because - Credit where its Due!

Wispr Flow has actually changed the way I handle LinkedIn and I am definitely not going back to my old routine.

I used to block out an hour just to get one post done (or maybe two). Now I just hit a hotkey, talk for a few minutes, and have a solid draft ready to go. All that friction from a blank page or overthinking every single sentence is just gone because talking is way more natural for me.

The best part is how it cleans up all the rambling and filler words. It formats everything into a clean post so it doesn't just look like a transcript of my thoughts.

Since I started using this, I am actually posting more than a few times a week without it taking up my whole morning. I can draft comments and DMs at the speed of thought which helps me focus more on building real relationships instead of just shouting into the void. All those ideas that used to just sit in my notes app are finally turning into actual content.

Big shoutout to Tanay Kothari and Sahaj Garg for what they are building. They are making a voice first future feel real. Instead of being glued to a keyboard all day, I can just speak, refine, and post.

When you are building in public, speed is everything. If speaking is three times faster than typing, that is a massive advantage for visibility. People care about what you have to say, not how you wrote it. This tool just makes it impossible to find an excuse not to share your thoughts.

What an absolutely amazing product!

- Written with Wispr Flow

Netflix, founded by Reed Hastings and Marc Randolph, did not just change how we watch movies.

It completely rebuilt the entertainment industry from the ground up. They shifted from mailing DVDs to streaming video and eventually to producing their own global hits like Stranger Things.

At a past workshop, Hastings shared what it takes to build a company that lasts.

Here is what we can learn from their evolution:

1/ Self-disruption is necessary: Netflix was willing to kill its own successful DVD business to bet on streaming. They chose long-term survival over short-term comfort. If you are not willing to disrupt your own model, someone else eventually will.

2/ Focus on original value: By creating their own content, they stopped being a middleman for other studios. Owning the product gave them total control over the user experience.

3/ Leadership through risk: Hastings believes the best teams are led by people who embrace uncertainty. You have to encourage your team to think beyond current limits to find the next big breakthrough.

The lesson for founders is that you cannot be afraid of your own success.

It is easy to get comfortable when things are working, but that is exactly when you should be looking for the next pivot.

True longevity comes from staying adaptable and being your own toughest competitor.

Be ready to toss out your old playbook to build a better one.

In 2007, Steve Jobs did more than just launch a phone. He effectively ended BlackBerry.

Most first-time founders obsess over their product. They assume a great build guarantees sales. Second-time founders know better and focus on distribution. But the most successful leaders look at the entire ecosystem.

BlackBerry actually had the better tech at the time. They pioneered the encrypted messaging we all use today on apps like WhatsApp. Yet, they still lost everything.

Here is why Apple won:

1/ Product vs Platform: BlackBerry built a great device, but Apple built an entire world. The App Store turned a simple phone into a tool for every part of your life.

2/ Distribution Power: Jobs did not just rely on retail stores. He locked in a massive partnership with AT&T to put the iPhone in front of millions immediately.

3/ Integrated Experience: Apple made sure the hardware and software worked together perfectly. They focused on how the user felt rather than just listing technical specs.

The lesson for any founder is that technology alone is not a moat.

You can have the best features in the world and still get eclipsed by a better strategy.

Success happens when you stop looking at your product in a vacuum and start building a system that connects it to the user.

Focus on the strategy behind the tech.

Netflix collects about 160,000 unique data points every 30 seconds while you watch.

They aren't just tracking titles; they are studying how you consume content to make sure you never want to leave the couch.

Here is how they turn that data into a binge-watching habit:

1/ Hyper-personalization: Netflix tracks when you pause, rewind, or fast-forward. They use these small actions to predict exactly what you will want to see next. If you always skip the intro, they eventually just do it for you.

2/ Visual triggers: Even the thumbnail you see is chosen specifically for you. If you like romance, you might see a couple on the cover of a movie. If you prefer action, that same movie might show a car chase.

3/ Content investment: They do not guess which shows to produce. By looking at what millions of people are already watching, they can greenlight new projects with a high level of confidence that they will be hits.

The takeaway for founders is that data is only useful if it improves the user experience.

You do not need a massive database to start being more intentional.

Even tracking a few basic behaviors can help you tailor your product so it feels like it was built specifically for your customer.

Focus on the small details (like Reed Hastings and Marc Randolph) that keep people coming back.

“Be nice” is good advice.

Until it becomes a leadership style.

Because there is a point where being nice stops protecting people and starts failing them.

It shows up in small moments:

- not giving direct feedback because it might hurt feelings
- avoiding hard conversations because the team is already stressed
- letting performance slide because “they’re trying”
- keeping priorities vague so no one feels pressure

Everyone stays comfortable.

But the company pays for it later.

Nice leadership often creates hidden chaos.

High performers get frustrated because standards are unclear.
Low performers stay in roles they can’t handle.
Decisions drag because no one wants conflict.
The team starts guessing what matters.

And the most damaging part is this:

When feedback finally arrives, it lands like betrayal.

Because months of “all good” suddenly turns into a correction that feels unfair.

Responsible leadership is not harsh.
It is clear.

It says what is true early, when it is still fixable.
It sets expectations before emotions build up.
It protects the team by protecting the mission.

Being kind is not the same as being vague.

Kindness is:

- specific feedback with genuine intent
- hard truths delivered with respect
- accountability without humiliation

Niceness is:

- comfort now, cost later

The best teams don’t want a leader who is always pleasant.

They want a leader who is honest enough to help them win.

-VS

Being busy is not a virtue.

It’s often a lack of priorities dressed up as discipline.

People fill their days with motion because stopping would force uncomfortable questions:

- What actually matters right now?
- What am I avoiding by staying occupied?
- What would break if I focused on one thing?

So calendars get crowded.
Attention gets fragmented.
And progress slows without anyone noticing.

The hardest skill to build is not working harder.

It’s choosing what deserves your energy and letting everything else wait.

That choice always feels risky.
But dilution is riskier.

The people who build real momentum aren’t doing more.

They’re doing less, on purpose.

–VS

In 2006, Apple held only 3% of the computer market. They were a tiny player compared to the Microsoft giant. They managed to flip the script by using a specific strategy called the MCVC framework.

Here is how they changed the game:

- Market Focus: Apple did not try to please everyone. They ignored the corporate suits and went straight for the rebels and the young creatives. By narrowing their sights, they owned a niche instead of getting lost in the crowd.

- Clear Communication: The Get a Mac ads are a classic example of simple messaging. While Microsoft focused on broad utility, Apple sold an identity. They made owning a Mac feel like joining a club.

- Vision Clarity: Apple predicted that work culture would shift from formal offices to casual startups. They built for the future they saw coming. Now, you cannot walk into a modern office without seeing a sea of silver laptops.

The takeaway for founders is that you do not need the biggest budget to win. If you define your audience and speak their language, you can disrupt even the biggest monopolies.

Start with a narrow focus and a clear vision.

Starbucks is actually a bank that happens to sell coffee.

The company pulls in billions every year, and nearly half of that revenue comes from their gift card program. Right now, customers have over $1.7 billion sitting on their Starbucks cards. This is essentially a massive loan from the public with 0% interest.

Because you cannot withdraw that balance as cash, Starbucks avoids the strict regulations that traditional banks face. They can take that money and immediately reinvest it into new stores or technology.

Here is how that flywheel works:

1/ The Initial Upsell: You go in to buy a gift card for a friend, but you end up buying a latte for yourself. That $25 gift card purchase instantly turns into a $35 sale.

2/ Extra Spending: It is rare to spend the exact balance on a card. Most people end up spending a few extra dollars of their own money to finish their order.

3/ Pure Profit: Some cards are lost or forgotten. Starbucks makes over $200 million in pure profit annually just from these unredeemed balances.

4/ The Float: While that $1.7 billion sits in their system, Starbucks earns interest on it. They get the cash today and provide the coffee months later.

The takeaway for founders is that every business has hidden revenue streams. 

Starbucks realized they weren't just selling caffeine; they were managing a massive digital wallet.

If you can find a way to create a similar loop, you can generate momentum far beyond your primary product.

Look for the hidden financial levers in your own model.

Guardrails that Govern Growth: Payback, Burn, and Cash Floors

Speed is addictive. Most mistakes happen when spend outruns the basics.

The honest guardrails are simple:

- Payback inside your window (early stage, 9–12 months)

- Burn within plan (no “temporary” exceptions every week)

- Cash runway that lets you think (9–12 months, not hope)

How this plays out
If payback drifts for two consecutive weeks, freeze new spend and fix the funnel before adding fuel. If burn creeps while sales cycles lengthen, hold hiring even if a candidate feels perfect. If runway dips under your floor, re-stage bets: smaller experiments, tighter ICP, fewer channels.

Why it works
Guardrails remove debate when everyone is excited. They make good news scaleable and bad news survivable. Growth becomes a sequence of kept promises instead of a streak you’re trying to protect.

In 2012, Instagram was a rising star that caught the eye of every tech giant.

Both Facebook (Meta) and Twitter wanted to buy it, but Mark Zuckerberg moved with more speed.

He invited Kevin Systrom to his home for a weekend of negotiations. Zuckerberg offered $1 billion for an app that had zero revenue at the time. He also promised Instagram could stay independent, which was the key to closing the deal.

Here is why that move changed social media:

1/ Aggressive speed: By moving over a single weekend, Zuckerberg locked out Twitter before they could even make a real offer.

2/ User growth: Instagram had already hit 30 million users in two years. Zuckerberg saw the momentum and did not want to compete against it.

3/ Brand preservation: He allowed the app to keep its own identity while using Facebook's massive resources to scale it.

The takeaway for founders is that when you see a massive opportunity, hesitation is your biggest enemy.

Zuckerberg was not just buying a photo app; he was buying a hedge against his own company becoming obsolete.

If you find something that fits your long-term vision, be prepared to move fast and pay for the potential.

Success often goes to the person who acts while everyone else is still drafting an offer.

taplio

The Battle

Jashan Mundi

Vaibhav Sharma

Followers

Posts

Engagements

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Performance ScoreVaibhav Sharma's LinkedIn Performance

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taplio

The Battle

Jashan Mundi

Vaibhav Sharma

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Vaibhav Sharma's LinkedIn Performance

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Performance ScoreVaibhav Sharma's LinkedIn Performance