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Abdul Aziz
Abdul Aziz joined JINIS in March 2004 as a Software Engineer. Since then, he’s rapidly progressed in terms of roles and responsibilities. Apart from leading projects, he’s also taken on occasional marketing assignments by meeting clients and explaining the relevance of a particular technology for their problem.
The JINIS Website Team spoke to Aziz over a cup of coffee recently.
The Website Team: Aziz, tell us a little about how you started off here at JINIS.
Aziz: My first project in Jinis was customer Loyalty program based on smart cards. I was given
training on various types of smart cards and smart card reader. I gained some interesting insights into various
business applications that use smart cards. In spite of the rigorous training program schedule, there was
great deal of fun and camaraderie within the team.
We completed that project on schedule. The requirements were very clearly specified by the client and the
training helped us to complete the project without any technical problems.
The Website Team: You apparently went to Japan and made a very positive impression there…
Aziz: That’s right. For my next project, which was for a Japanese client, I was promoted to the
position of Team Leader. I was given Japanese language and Japanese customs training, so that I could
communicate better with the client. I was required to do an onsite study on the system, which was based on
logistics. Simultaneously, we developed the prototype model of the system and got approval from the client.
This was a great learning opportunity and experience for me. I also learned about Japanese customs and language
during this period. We have successfully completed this project.
The Website Team: What’s your impression about interactions within Jinis?
Aziz: I feel that JINIS’s senior management was always transparent to the extent it could be.
I’ve never had a problem that I couldn’t get resolved easily and I’ve never been aware of a overt
superior/subordinate relation. I’m conscious that such an egalitarian culture is rare in our industry and
I value it.
Communication is one of the most important mediums of governance more so here since most of our
clients are Japanese. We have a very strong internal communication process aided by email, portals, bulletin
boards, Japanese language/custom training, etc. Not only do some of these mediums form a great repository
but they also act as a systematic and methodical communication medium.
Of course, all that is a very welcome addition to the fantastic opportunities we have in exploring
new technologies or receiving training via an active training calendar.
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