Knotopian

Founder

Learnnovators

Project Manager

C2 Workshop

Assistant Manager - Quality Assurance

Expertus

Test Engineer - Content

Teledata Informatics LTD.

Test Engineer

E learn media

Quality Assurance Analyst

Nirmal is the Founder and Chief Executive Officer of Knotopian.

With more than a decade of experience working in L&D, Nirmal founded Knotopian in 2019, with the sole mission to UPSKILL and EMPOWER organizations around the globe to achieve more.

As a person, Nirmal loves to explore new things, which has helped him in building a happy workplace and a successful business in a very short time.

Nirmal keeps saying just one thing, “Take care of your people, they will take care of everything else”.

Nirmal Periasamy

I’m #hiring. Know anyone who might be interested?

Nirmal A P

Founder@Knotopian | Helping organisations build custom learning solutions | E-learning solutions for startups to Fortune 500 | TOP E-LEARNING VOICE

View the open to hiring details of Nirmal

My journey began with a simple yet profound belief: the heart of any great company isn't its technology or its products, but its people. For over two decades, I’ve had the privilege of transforming this belief into a career, building and nurturing high-performing teams across the globe's leading IT powerhouses. My passion has always been in seeing individuals not just succeed, but thrive.

Today, as the Founder & CEO of Velocida Pvt Ltd, I am dedicated to creating a world where work is a source of fulfillment. We achieve this by providing strategic HR solutions that build cultures of trust, resilience, and high performance. My work extends beyond the boardroom; I am deeply committed to ensuring a safe and respectful workplace for everyone. As a certified PoSH trainer and external member, I actively help organizations understand, implement, and uphold the highest standards of safety and dignity, fostering environments where every individual feels secure and valued.

This journey has recently led me to champion a new cause: integrating purpose with profit. As an Independent Director, I am committed to championing sustainable and responsible business practices. By bringing an ESG-focused mindset to strategic oversight, I believe we can create long-term value that benefits not only the company but our society and the planet.

Ultimately, my career has been a testament to the power of empowering people, strengthening organizations, and driving impactful growth with a global mindset. It's a story of passion, purpose, and the unwavering belief that when we invest in our people, we are building a better future for us all.

Subhalakshmi Srikanth

"I’m not leaving for the money," she said.

I was sitting across from a woman who was, by all accounts, a "star" at the company. Her KPIs were green. Her bonuses were maxed out. Her desk was covered in "Top Performer" awards.

Yet, here she was, handing in her resignation.

I asked her why. Was it a competitor? A bigger title?

She looked at me and said something that still keeps me up at night: "I’m doing great work, but I don’t think anyone actually knows who I am."

She wasn't unhappy. She was invisible.

She was a "percentage" on a dashboard, but a ghost in the hallways. She didn't need a 20% hike; she needed to feel like she mattered.

We didn't just let her walk away. We used her exit as a mirror for the leadership team.

We realized the "Leadership View" was clear, but the "Human Connection" was broken. We spent the next 90 days dismantling their rigid feedback systems and replacing them with something real.

We killed the "Annual Review" and started "Stay Interviews."

We coached managers to stop asking "What’s the status?" and start asking "What’s the challenge?"

We moved from "managing output" to "valuing input."

The result? Three months later, that same "star" performer did something rare. She came back.

When I asked her why she returned, she didn't mention the new systems.  She just said, "For the first time, I feel heard. I’m not just a number anymore."

Retention isn’t a contract you sign. It’s a culture you build. It’s not about keeping people captive; it’s about making sure they never want to leave.

If you are losing your best people and you think it’s "just about the money"—you’re probably looking at the wrong map.

Let’s find the "Human" back in your HR. Because a company without a soul is just a building with desks.

#Leadership #Culture #EmployeeExperience #Retention #HumanResources

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I noticed a pattern recently that made me pause.

When someone in a team is brilliant, fast, and reliable, what do we usually do? We give them more work.

If they finish a project in two days that takes others a week, we don't give them three days off. We give them another project.

We call it "trusting them with more responsibility." But from their side, it feels like a penalty for being efficient.

I’ve seen this happen in so many offices. We keep loading the "willing horse" until the horse collapses. Then, when that star performer finally burns out or resigns, we act surprised. "But they were doing so well!" we say.

Here is the truth we need to face: If the reward for good work is just more work, your best people will eventually do one of two things:

They will start slowing down on purpose to "fit in."

They will leave for a place that actually respects their time.

Efficiency shouldn't be "rewarded" with a heavier load. It should be rewarded with freedom. If your top performer finishes early, let them go home. Let them learn a new skill. Let them just breathe.

Leadership isn't about squeezing every drop of productivity out of a person. It’s about sustaining their spark.

As a leader, if you find yourself always going to the same person because "they just get it done," ask yourself: Am I developing them, or am I just leaning on them because I’m too lazy to train the rest?

Let’s stop rewarding "Quantity of Hours" and start respecting "Quality of Output.

#HighPerformance  #Leadership  #WorkCulture #EmployeeEngagement 
#RealTalk

I was at a big meeting last week. Everyone was introducing themselves.

"I am the CEO of this company." "I am the Head of that department." "I am a Director with 20 years of experience."

It was all about titles. It was all about "power."

But I sat there and looked at their eyes. And I thought about what we don’t say in these meetings.

The CEO is a mother who is worried about her son’s exams. The Head of Department is a man who stayed up all night caring for his sick father. The Director is someone who is secretly scared of failing.

We bring our titles to work. But we bring our "lives" to work, too.

On LinkedIn, we spend so much time looking "perfect." We post about our big wins. We post about our "expert" advice.

But you can’t lead a team just with a title. You lead them by being a real person.

The best leaders I know are the ones who aren't afraid to say: "I don't know the answer today." "I’m having a hard week." "I made a mistake. Let's fix it together."

If you only show people your "wins," they will admire you. But if you show them your "struggles," they will trust you.

Leadership isn't about being "above" anyone. It’s about being "with" them.

Let's stop trying to be "Super-Humans." Let's just be Humans.

When you close your laptop today, who are you? I’ll go first: I am a person who loves helping people, but I still get nervous before every big speech.

#HumanFirst #Leadership #WorkCulture #RealTalk #Kindness

I was on a Zoom call with a client team yesterday.

On the screen, everyone looked "Professional." They had their business casual clothes on. They had their blurred backgrounds. They had their spreadsheets ready.

But 10 minutes into the meeting, I saw a small movement.

A toddler crawled into the frame of the Lead Manager’s camera. The manager looked panicked. She tried to push the child away. She started apologizing. "I am so sorry, Subha. Give me one minute."

I stopped her right there.

I said, "Please, don't apologize. Your child is more important than this meeting. Take five minutes. We are not in a rush."

The tension in the "virtual room" vanished. Suddenly, everyone started smiling. Another client mentioned their dog was barking. I mentioned I was still in my slippers.

We stopped being "The Startup" and "The Client." We started being a team of people working together.

In the startup world, we are told to be "Aggressive." We are told to be "Always On." We are told that "Time is Money."

But here is what I’ve learned as a founder: Trust isn't built in the spreadsheets. It’s built in the "Human" moments.

When you respect a client’s life outside of work, they don't just give you a project. They give you their loyalty. They know they can be honest with you when things go wrong.

Business is just people helping people. If we forget the "people" part, the "business" part eventually fails.

Let’s stop apologizing for being human. The best partnerships happen when we feel safe enough to be ourselves.

#FounderLife  #ClientRelationships  #WorkCulture  #HumanConnection 
#StartupIndia

I received a call last year that reminded me why I do what I do.

It was a startup founder. Brilliant, hardworking, and completely broken.

"I’m done," he whispered. "I’m closing the doors. I’ve realized I’m just not a 'people person.' I can’t do this anymore."

His company was growing, but his spirit was exhausted. He felt like he was babysitting adults instead of building a dream.

We met for a walk—no boardroom, no slides. He spent forty minutes blaming the "entitled" workforce and the "lack of ownership" in his team.

I let him finish. Then I asked a question that hurt:

"Are you leading a team, or are you just holding them hostage to your own expectations?"

The silence that followed was heavy.

We realized the problem wasn't his "difficult" employees. The problem was that he was leading through fear and friction because he didn't know how to lead through trust. He was so busy "managing" that he had stopped "connecting."

We didn't do a massive overhaul. We just changed the conversation.

We stopped the 8 AM status calls that felt like interrogations.

We started asking, "How can I help you win today?"

We focused on roles that matched people’s strengths, not just their resumes.

Fast forward to today: The company didn't shut down. It scaled.

But the real win? He told me recently, "I finally enjoy coming to work again."

The "Human" in HR isn't a soft skill. it’s a survival skill. If you treat your people like a line item on a spreadsheet, they will eventually act like one.

If your leadership feels like a constant battle, maybe it’s time to stop fighting your people and start fighting for them.

Let’s grab a coffee and find where the connection broke.

#Leadership #FounderLife #Management #WorkCulture #PersonalGrowth

I was in a high-pressure meeting yesterday. The room was full of "Top Talent." Sharp suits, expensive watches, and perfect PowerPoints.

On the surface, everything looked successful.

But I sat there looking at the faces, and I started wondering:

Who in this room is worried about their child’s health?

Who is struggling with an aging parent at home?

Who stayed up until 3 AM because they are fighting a silent battle with anxiety?

We pretend these things don't exist the moment we log in. We call it "being professional."

But "Professionalism" shouldn't mean "Performance Art."

In my years of working with people, I’ve realized that you don't hire a "Marketing Head" or a "Software Engineer." You hire a human being who happens to do marketing or coding for 8 hours.

The other 16 hours follow them into the office.

If a star performer suddenly slows down, don't start with a "Performance Review." Start with a "Human Review."

Ask: "Are you okay? Is there something heavy you're carrying that I can help lighten?"

Sometimes, the best leadership "strategy" isn't a new KPI. It’s just giving someone the permission to not be "Perfect" for a day.

We are so afraid that if we show our human side, we lose our authority. The truth? When you show your human side, you win their loyalty.

Let’s stop being "Resources" and start being People.

To everyone reading this who is carrying something heavy while trying to "crush it" at work: I see you. You’re doing a great job.

#Empathy  #Leadership  #WorkCulture  #MentalHealthMatters 
#HumanFirst

#BoardLeadership #BoardGovernance #BoardRoom #CorporateGovernance #StrategicLeadership #ExecutiveLeadership #BoardStrategy #DirectorDuties #GovernanceMatters #EthicalLeadership #RiskGovernance #BoardEffectiveness #LeadershipAtTheTop #EnterpriseLeadership #CEOBoard #ChairLeadership #GovernanceExcellence #BoardDecisionMaking #Stewardship #FutureReadyBoards

If you look at my LinkedIn profile, it looks very "clean." It talks about my company. It talks about my experience. It talks about "Strategy."

But today, I want to show you the side that doesn't make it into the "Success Stories."

This morning, I wasn't doing "High-Level Strategy."

I was worried about a small bill that didn't get paid.

I was trying to fix a technical glitch that I didn't understand.

I was wondering if I’m doing enough for my team.

Being a Founder is 10% "Winning" and 90% "Figuring it out."

On social media, we see people standing on stages. We see "funding news." We see fancy office photos. It makes everyone else feel like they are "failing" because their day is messy.

But the mess is where the growth happens.

If your day feels like a puzzle you can't solve—congratulations. You are actually doing it. If you feel like you are "winging it" sometimes—so is every other founder I know.

I’ve realized that being a leader isn't about having a perfect day. It’s about showing up on the days when things are falling apart and saying, "Okay, let's fix one thing at a time."

Let's stop pretending that business is a straight line to the top. It’s a zigzag. It’s a circle. Sometimes it’s a U-turn.

To all the founders and small team leaders who are tired today: You are doing better than you think. The "Perfect CEO" you see on LinkedIn is just a filtered photo.

#FounderLife  #Startups  #RealTalk  #Leadership  #Resilience

I think there is a big lie about being a Founder.

People think that because you started the company, you must know everything. They think you have a "Secret Map" in your head. They think you never feel lost.

But here is the real talk: Most days, I am learning just as fast as my team is.

Last week, a client team asked me a very tough question about a new trend in the market. My brain went blank. In the past, I might have tried to use "big words" to hide that I didn't know. I would have tried to look like the "expert."

But this time, I just looked at them and said: "Honestly? I don't have the answer for that right now. But give me 24 hours and I will find it."

The client didn't look disappointed. They actually looked relieved. They said, "Thank you for being honest. Most people just make things up."

As a Founder, I’ve realized my job isn't to be a "Walking Encyclopedia." My job is to be a "Problem Solver."

If I pretend to know everything:

I stop learning.

My team stops questioning.

My clients stop trusting.

There is a lot of power in saying "I don't know." It opens a door. It starts a real conversation. It lets your team step up and show their own brilliance.

If you are a leader, stop carrying the weight of "Knowing Everything." It’s too heavy. And it’s not real.

Be the person who asks the right questions, not the one who has all the answers.

#FounderStory #Leadership #Startups #Authenticity #RealTalk

#Leadership #Mentorship #CampusToCorporate #CareerGuidance #StudentLife #InspiringCareers #BeyondMarks #RealStories #FutureLeaders #EducationWithPurpose #ITLeadership #LifeLessons #CareerJourney #PassItOn #GuidingYouth

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Nirmal Periasamy

Subhalakshmi Srikanth

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The Battle

Nirmal Periasamy

Subhalakshmi Srikanth

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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);}Nirmal Periasamy's LinkedIn Performance

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