Asim Amin's Linkedin Analytics

You didn’t come here just to pay bills and die Yet that’s exactly how most people live. They work just to get through the week. Counting down to the weekend. Holding out for the next holiday. Waiting for retirement like that’s when life actually begins. But think about it. A huge part of your life is spent working. If your job drains you instead of fueling you, what are you really doing? Work-life balance only makes sense if your work gives you something back. If it serves no purpose, doesn’t push you forward, and leaves you feeling empty, then you’re just existing. Holiday to holiday. Weekend to weekend. Waiting for a break that never actually fixes the problem. And don’t even get me started on retirement... So many people grind their whole lives for that “one day” when they can finally rest. And then? Boom. It’s over. They never actually got to live. The only thing guaranteed in life? Death. So why waste your days dreading Mondays and crawling toward Fridays? Life’s too short for that. Find something that makes you feel useful. Something that gives you identity, self-worth, and a reason to wake up without needing a countdown.

The only way to build a unicorn is to follow the "traditional" path. That's bullsh*t. Seriously. Most unicorn founders didn’t come from corporate boardrooms or prestigious schools. Many of us didn’t even finish school. I didn’t. I struggled, failed, and eventually dropped out. No degree, no fancy credentials, just a relentless drive to figure things out my own way. And honestly, most unicorn founders took a different path, too. They spent years in the trenches. Figuring it out as they went. Learning by doing. Breaking. Building. And here’s where it gets interesting: → 50% of UK unicorns have no British founder. → 39% of the UK’s 100 fastest-growing companies were started and run by foreign-born founders. → Globally, 32% of top unicorn founders in emerging markets are immigrants or second-generation immigrants. Why? Because these founders think differently. We don’t follow the formula. We can’t. We spot opportunities others miss, build businesses that cross borders, and take risks that don’t always make sense on paper. Success isn’t about playing it safe. It’s about backing yourself, even when no one else does. So if your career doesn’t fit the “traditional” mould, maybe that’s your unfair advantage...

Don’t build a business that destroys you. Too many founders create a business that feels like a prison. They chase growth they don’t even want. Take on investors they don’t need. And end up running something that drains them instead of giving them freedom. I know because I nearly ended up there myself. Moving to the UK in 2019 was already a massive risk. But trying to build a business while dealing with the pressure of visas, finances, and the mental toll of doing it alone? That nearly broke me. There were moments where everything felt too much. Times where I questioned if it was even worth it. But one thing kept me going knowing that if I was going to do this, it had to be on my terms. Not just a business that makes money. A business that fits my life. That keeps me mentally sane. That makes me want to show up every day. Because success isn’t just about scale or revenue. It’s about building something that doesn’t destroy you in the process. Build a business that works for you. Not one that takes everything from you.

I once believed my accent made me seem less professional in the UK. I practised every syllable, determined to blend in, especially the O’s. If I could just get that perfect British “no”, I thought I’d sound more polished, more acceptable. (Still not sure I’ve nailed it. No… noh… neow? You get the idea.) It felt safer to minimise what made me different. To smooth the edges of where I came from, in hopes of fitting in. But then someone asked, “Where are you from?” And instead of judgement, it sparked genuine curiosity. It opened a door I didn’t expect. Slowly, I realised the very thing I tried to hide was what made people remember me. My accent wasn’t a flaw. It was a story. A global lens shaped by two cultures. And in a city like London, where you can hear ten different accents on a single street, that difference isn’t a disadvantage. It’s what makes this place special. Sometimes the things we work hardest to suppress end up being our greatest assets. We just need to see them differently, and sometimes let others show us how.

I recently went through something unexpected and overwhelming. Not in a bad way. I was overwhelmed with love. After an operation, I finally had some space to reflect. On the stress. The late nights. The why behind it all. And it brought me back to my purpose. I started with a simple question: How can I help people thrive? At first, it was about mental health. But over time, it became clear thriving isn’t just emotional. It’s financial, social, structural. That’s why we expanded into HR, L&D, and beyond. But even with impact numbers in the tens of thousands, sometimes the purpose can feel distant. And then something happened... The team called me into a meeting. Not for a KPI update. Not for a business review. But just to say: We care. We miss you. Get better soon. And there it was. A room full of people, my people, holding space for me with love, emotion, and honesty. In that moment, I realised: This is why I do what I do. Not just to help people thrive. But to make sure my people do. That meeting gave me clarity. And energy. And a profound sense of gratitude. To any leader reading this, don’t underestimate the power of vulnerability. Show up without filters. Strong people can be soft. And when you lead with heart, your team will too.

Should founders get involved in hiring? It’s something I’ve been thinking about a lot lately. As a team grows, you should be able to trust your leaders to hire well. You’ve hired them for a reason, so shouldn’t they be empowered to build their own teams? But I’ll be honest I still get involved sometimes. Not always because I absolutely need to. But because I want to get a feel for personality fit. For how someone might shape the energy, not just the output. That’s not about micromanaging. It’s about chemistry. Some roles carry more cultural weight than others, especially those that shape how we show up to the world. And sometimes a short conversation tells me more than a CV ever could. But I also ask myself, should I be stepping back more? Maybe founders shouldn’t be involved at all. Maybe true trust is letting your leaders run with it, end-to-end. So I’m curious, where do you stand on this? Founders, how involved are you in hiring today? And when do you know it’s time to step out of the room? Would love to hear your take.

I started a business in an industry I knew nothing about. All I had was a problem I wanted to solve. I didn’t have time to map out the market or study every competitor. I had to move quickly, make decisions, and learn on the go. That urgency turned out to be one of the biggest advantages. When you don’t know how things are “supposed” to be done, you don’t waste time trying to do it by the book. You figure it out by doing. It reminded me of something simple: Parkinson’s Law The idea that work expands to fill the time you give it. If I had given myself 6 months to launch, I would’ve taken 6. But I gave myself 6 weeks. And I got it done in 6. Most people wait until they feel fully ready. I didn’t have that luxury and it worked in my favour. It’s not about cutting corners. It’s about cutting through the noise. Urgency pushes you forward. Overthinking holds you back. So if you're starting something new, don’t worry about not knowing everything yet. Worry about standing still too long.

Should you move internationally? Yes. Every single time, yes. I left Dubai and moved to the UK with no network, no backup plan, and barely any money. Just a decision: I’m doing this, and I’ll figure it out. And honestly? It was the best thing I ever did. Living and working in a new country forces you to adapt fast, build resilience, and think bigger. It throws you into situations you never imagined and makes you realise how capable you actually are. But let’s talk about the UK for a second. Coming from Dubai, I was NOT prepared for: - The obsession with the weather. It rains? Talk about it. It’s sunny? Talk about it. Snow? Call a national emergency. - How small the fridges are. Why is everyone grocery shopping every single day? - Queues for everything. Brits will queue even if they don’t know what they’re queuing for. It’s a national sport. - Sarcasm as a first language. If someone says, “Yeah, not bad,” that could mean anything from “I’m great” to “My house just burned down.” But honestly, I love it here. The UK has given me opportunities I wouldn’t have had anywhere else. If you can get a company transfer, do it. If not, go anyway. If you get the opportunity to move away from your home country, seriously, do it. If not, go anyway. You don’t need all the answers before you start. You just have to take the leap.

I didn’t start a business to chase status. I started it to build something solid For the ones who come after me. When you’re the first to plant roots in a new country, business hits different. It’s not about headlines. It’s about protection. It’s about creating what you didn’t have Freedom Options Safety I’m not building Plumm for the applause. I’m building so the next generation doesn’t have to start from scratch. So they don’t have to hustle for permission to belong. So they can choose, not just survive. Legacy isn’t automatic. It doesn’t show up in your bank account. It’s built through values, decisions, and habits that hold their shape over time. That’s why I invest in growth, mine and the business. Because I want to pass down more than balance sheets. I want to pass down clarity. A blueprint that actually works. At Plumm, every decision is made with the next generation in mind. Not just what they’ll inherit but what they’ll feel standing on what I built. Money comes and goes. But mindset? That’s generational. And purpose that’s what stays.

72% of entrepreneurs struggle with their mental health. It’s a common stat but behind it are real stories, real people, and very real pressure. I’ve felt it too. During our last funding round, we were running out of runway. Everything felt urgent Timelines, targets, team needs. And like most founders, I kept pushing through, thinking it was just part of the job. But at some point, I realised, if you’re not okay, nothing else runs smoothly either. Not your thinking. Not your energy. Not your team. Therapy helped me get perspective. But it wasn’t just therapy, it was speaking up. To friends, to co-founders, to the team. Creating space to talk about the pressure instead of carrying it quietly. These check-ins, with yourself and with others, matter more than we think. There’s no single fix. Sometimes it’s therapy. Sometimes it’s opening up to the people you trust. Sometimes it’s just giving yourself permission to stop for a moment. Because the truth is, if you care about your people, you need to look after yourself too. It’s something I still remind myself of and maybe this is a reminder for someone else who needs it today. Because if 72% of us are struggling, it’s time to speak up and show up for each other

I moved to a new country. Started a business in a niche I knew nothing about. I couldn’t pretend to have the answers I had to ask questions. Constantly. And the more questions I asked, the more I understood the problems That’s what made me better at solving them. You can’t solve a problem you don’t understand. And you won’t understand it if you’re not asking the right questions. One of the best approaches I’ve ever come across is something called the 5 Whys (Originally introduced by the founder of Toyota.) Every time a problem occurred on the production line, he’d ask: Why did this happen? Then ask again: Why? And again… until he got to the root cause It sounds simple, but it changes how you think. We’ve used this approach internally at Plumm, most recently to tackle churn. Why are customers churning? → Because they’re not using the product enough. Why not? → Because they’re not seeing enough value. Why don’t they see the value? → Because they don’t fully understand how it helps them. Why not? → Because our onboarding was too complex. Why was it complex? → Because we were showing everything at once instead of what actually matters to them. That’s the real problem. It’s not features. It’s clarity. Now we’re changing how we approach onboarding entirely bringing in a consultative layer earlier in the process. We’re asking their why before we push ours. What are their goals? What outcomes do they care about? Why do they need support in the first place? When you go deeper with your questions, your solutions start to make a lot more sense.

Founder: "I'm afraid to let my team post on LinkedIn." Me: "We generated hundreds of sales calls last month by encouraging it." Here's what happens when your team builds their personal brand while representing your company: They share useful insights. They drive traffic to your website. They bring in new leads almost every day. And at the same time, their own audience grows. Founder: "But what if they get other job offers?" Me: "Are you trying to keep your best people by limiting their growth, or by being the best place for them to grow?" If someone tries to poach my team, good. It keeps us on our toes. It reminds us to constantly earn their time and trust. If you still need convincing, here’s the business case: 1. Everyone wins They build a long-term asset. You get leads, revenue, and brand reach. 2. It makes them stay People don’t walk away from a place where they’re seen, valued, and growing. 3. The benefits multiply You grow your reputation, close more deals, and reinvest in your people. And yes, sometimes people do move on. They might join someone else or start something new. But isn’t that something to be proud of? If you truly care about your people, your support shouldn’t stop at your company name. Help them grow. Wherever they go next. The goal isn’t to hold people back. It’s to help them become more while they’re with you.

"Immigrants are taking our jobs" That’s what a skeptical critic told me yesterday. But I know a different truth. Every day, I see immigrant founders roll up their sleeves. They fight against every odd. Not just to land a job, but to build businesses. Businesses that create opportunities for entire communities. It’s raw, unfiltered hustle. Every rejection sparks a breakthrough idea. Every setback becomes the foundation for something bigger. These are the people who don’t just fine-tune resumes. They turn every "no" into a new opportunity. They create jobs that uplift neighborhoods. They build companies from scratch. They pitch tirelessly to investors. They fine-tune business plans. They hire local talent. They prove that immigrant hunger isn’t about taking jobs. It’s about making new ones. On my journey, I’ve faced visa nightmares. Moments of doubt that nearly broke me. Endless paperwork. But every challenge pushed me to create solutions. Not just to survive, but to give back. Hunger beats skill any day. If you’re qualified, determination opens doors. Doors no one else even sees. So to every immigrant founder out there, keep building. Keep hustling. Your resilience creates not just jobs, but legacies. What’s your story?

Waiting for the next review cycle to promote someone? That’s corporate laziness It’s one of the most outdated practices still lingering in modern workplaces. If you already know someone’s performing, why delay recognition just because it’s “not the right time on the calendar”? I was literally in a conversation with a leadership team recently, and the response was: “Let’s wait for the next review cycle.” Wait… for what? You’re telling me a top performer has to wait six more months for a title change or a salary adjustment just because a structure says so? That’s not structure, that’s rigidity. Yes, reviews and frameworks have their place. But they should guide decisions, not delay the obvious. Sometimes a team member is consistently outperforming, delivering results, raising the bar. When that happens, act. Adjust their salary. Promote them. Do what’s fair in the present moment, not in line with a pre-set template. Trust me, your A-players don’t wait. And if you make them feel unseen or undervalued just to stick to process, they’ll quietly find someone else who will move faster. Recognition shouldn’t be on a timer. It should be on merit, timing, and impact. If someone earns it in month three, don’t make them wait until month twelve. You’ll lose more by sticking to the cycle than by breaking it.

Everyone glamorises global teams. But here’s what most people won’t tell you: It’s hard work. Different time zones. Different expectations. Different public holidays. And if you don’t build with intention, it falls apart fast. Right now, around a third of our team is in the UK. A third in South Africa. And a third in India. It sounds exciting on paper. But sometimes reality tells a different strory... Time zones aren’t flexible for us, they’re fixed. We serve UK clients. That means the team needs to work UK hours. Not some vague “core hours” concept, actual alignment. It’s not about micromanaging. It’s about being available when customers need us. But here’s the flip side, some people prefer it. Especially in India or South Africa. They use their mornings for school runs, life admin, or just time to themselves and start work in the afternoon. It works, if you set the expectation early. Public holidays? Another minefield. Every country has its own list. And no, we can’t shut down every few weeks for every national holiday. So we’ve simplified it. Everyone gets a set number of public holidays. Take them when it matters to you. Skip Christmas if you don’t celebrate it. Take time off for Eid, Diwali, or whatever matters most in your life. Remote work? Great in theory. But isolation is real. Working from anywhere sounds ideal until you start feeling disconnected. We’ve felt it too. That’s why we’re now building in ways for people to connect, virtually and in person. Not because culture can’t exist remotely but because we’re human, and connection matters. Global teams bring fresh thinking, diversity, and reach. But they also bring friction, logistics, and trade-offs. That’s the full picture not the polished version. And if you’re not designing for the challenges, the benefits won’t matter.

Over 281 million people worldwide live outside their country of birth. That’s 1 in every 30 people on the planet. Imagine 4x the entire population of the UK. That’s about 1/5 of China’s population or nearly the size of Indonesia. It’s more than just a jaw-dropping statistic. It represents millions of stories, each one filled with courage, resilience, and hope. Every single one reflects a decision to leave familiar ground in search of opportunity, safety, or a fresh start. I’m one of those people. Moving from Dubai to the UK was more than a change of address. It was a complete shift in my worldview. Navigating language barriers, cultural nuances, and moments of homesickness has shaped who I am. It pushed me to adapt, empathise, and grow in ways I never imagined. When we realise how vast and diverse the immigrant experience is, we see it as a powerful driver of innovation, entrepreneurship, and global connection. Have you ever packed up your life in search of something bigger?

Everyone thinks the grass is greener in the U.S. But is the American Dream real? The UK has its challenges, but there’s a lot going for it. You’re not drowning in student debt. Education is more affordable, and if you take out a loan, you only start paying it back when you earn enough. You won’t go bankrupt over a hospital visit. The NHS isn’t perfect, but at least healthcare isn’t tied to your bank balance. Owning a home is still within reach. In parts of the U.S., house prices are 12x the average income, here, it’s tough, but still possible. Public transport actually works. It has its flaws, but you’re not forced to own a car just to get around. Your money holds value. Inflation is a global issue, but the UK economy isn’t dealing with the same level of volatility. The UK isn’t perfect, but it’s still one of the best places to build a life. Sometimes, it’s easy to overlook what’s right in front of us.

"If I can do it, you can do it." Apparently that’s now considered bad advice. I watched the recent debate on Diary of CEO between Gary Stevenson and Daniel Priestley, and it left me. with a lot to think about. Gary interrupted constantly, threw around emotionally charged statements, and turned every point into a personal attack. He said things like: “Capitalism’s finished. We’re lying to our kids. The rich will stay rich, the poor will stay poor.” But here’s the issue. Shouting generalisations doesn’t solve anything. It just takes away hope. Imagine being 21, hearing that, and thinking, "Well, I’m screwed before I’ve even started." Gary spoke of collapse, crisis, and betting on the downfall of society. Daniel spoke about building businesses, creating jobs, and expanding opportunity. He brought facts, real-life examples, and most importantly, he brought hope. I’m glad I didn’t grow up listening to people like Gary. Because I didn’t come from money. My family started with nothing. I built everything I have from the ground up, here in the UK, as an immigrant founder. And yes, I do say: If I can do it, you can do it. Because that message pushed me forward when I needed it most. It didn’t sugar-coat reality, but it reminded me what was possible. We don’t need more negativity disguised as realism. We need builders, creators, leaders, people who show others what’s possible. The UK isn’t perfect. No country is. But it gave me a shot, and I took it. That’s not just a belief. That’s lived experience. So no, we don’t need more fear. We need more Daniels. We need more people focused on solutions, not just soundbites. I’m not here to win arguments. I’m here to build something that matters. To support others. To create impact. What do you think? Do we need more outrage or more optimism? Is “If I can do it, you can do it” outdated or more important than ever?

If true equality existed, would we still need Women’s Day? I doubt it.   I grew up watching what happens when women aren’t financially independent.   My parents split when I was young.   And I saw how dependency on a man, on his income, his decisions, created tension. It wasn’t about love.  It was about control. That lesson stuck.   Women should never have to rely on men to survive. Not because “empowerment” is a nice idea.  But because I’ve seen the alternative.   And that’s why Women’s Day feels… conflicted. It matters.  It always has. But the fact we still need it in 2025 says a lot.   It says equality isn’t quite here yet.   Because if men and women were truly equal, we wouldn’t need a special day to recognise women.   We don’t have a Men’s Day.  Because, let’s be honest, every other day is Men’s Day.   So at what point does Women’s Day stop being progress and start being proof that we’re still fighting for what should already be the norm?   Real empowerment isn’t about a date in the calendar. It’s about building a world where women don’t have to prove they belong.   Where Women’s Day isn’t needed at all. Thoughts?

25,000 followers It's finally happened! But before we celebrate, let me get personal for a moment. Some of you know my story. Many of you don't. Maybe now's the perfect time for a proper reintroduction. I didn't grow up with much. Didn't finish school. At 17, I started my first business, a gaming café. Made money fast. Lost it faster. Repeated the cycle again and again. Multiple businesses, many highs, even more lows. Then 2016 hit, and everything collapsed. Debt. Shame. Silence. I stood on a balcony thinking it might be easier if I ended it all. But I didn't. Instead, I chose to rebuild from zero. That meant fundamentally changing my life. Leaving Dubai, my home, and moving to the UK without knowing a single person. It meant adapting to new rules, new norms, and building everything from scratch. Being an immigrant founder had its own unique set of challenges Loneliness, uncertainty, endless hurdles but those challenges shaped me. Fast-forward to today: - Leading an incredible team of 60+ people at Plumm. - Serving tens of thousands of people globally, from mental health support to now transforming HR. - Raising and generated millions of pounds in revenue. - Launched the Immigrants Building Companies (after 2 failed attempts) Whether you've been here since day one or just joined recently, thank you! My journey proves one simple truth: Keep your head down, keep showing up consistently, and never stop moving forward. Things might not happen exactly when you want but eventually, they do. Keep going. Keep growing.