Siva

On the issue raised by FlexyPe on @ZohoBooks through social media and reported in the press: this issue was not from Zoho Books. It was caused by incorrect payment status updates from a third-party tool that FlexyPe was using called Cashfree, which marked incomplete or dropped transactions as successful, leading to reconciliation discrepancies. We at Zoho, have actually helped FlexyPe identify the issue and CashFree has acknowledged that the issue was on their side. The Cashfree team has publicly confirmed the issue: zurl.co/0Gwgx Unfortunately, while the investigation was still underway, FlexyPe prematurely took to social media and made a big attack on Zoho Books that was entirely false. Even after it became clear that the issue was not with Zoho, they have not retracted their falsehood. They continue to insinuate that somehow Zoho was partially at fault, which is again false. As a result, we are compelled to pursue stringent legal action on FlexyPe for posting this malicious false claims. False statements like these are not going to change the value we provide to our partners and customers. Thank you to all of you for standing with us and looking out for us! 🙏

A rational Pakistani video on Modi & India. And what the guy is saying applies to Indians too. Rational, unbiased, unemotional analysis of facts is important. Be it politics or geopolitics. Or reality will look different. And we will be misled into wrong thinking and decisions.

In Australia, Pakistan, Thailand, petrol has run out in many of their bunks. In the US, Europe, and China petrol prices have risen up to 50%. India has so far managed so well this fuel crisis. But if the crisis continues, an increase in prices is inevitable. Yet such timely measures by the govt to reduce duty and impose additional duty on exports definitely help. Commendable economic management during another crisis by the finance minster yet again. Crisis after crisis we have seen her keep inflation low and still deliver economic growth to a $4.5T diverse economy.

At the Kotak Securities Investor Meet, @isiva , CEO - Zoho Payment Technologies & Global Head - Finance & Operations BU, Zoho, took the main stage to talk on "The Next Frontier in Zoho’s Growth Story." From the evolution of the Zoho ecosystem to the transformative power of AI, the session focused on the convergence of enterprise scale and the next generation of artificial intelligence. It also highlighted how unified ayments and banking can unleash incredible operational efficiencies, especially when deeply embedded into business workflows. He reinforced our commitment at Zoho, to power the future of business growth through depth, agility, and home-grown technology. #ZohoPayments #Zoho #ChasingGrowth2026 #BusinessGrowth

The ERP is no longer just a back office system for recording history. It is becoming the digital nervous system of the enterprise. Live from #ZohoDay26, @isiva Sivaramakrishnan Iswaran shared a vision that should fundamentally change how CEOs and CFOs view their financial core. For decades, the ERP was a siloed "system of record" used to reconcile what already happened. Today, that model is failing because it cannot keep up with the speed of global business. Iswaran argues that the modern ERP must act as a system of intelligence. When your financial data is unified with your front office operations, the ERP stops being a passive ledger and starts providing real time signals. This shift is critical for two reasons: Resilience: In an era of constant supply chain and economic disruption, you cannot wait for end of month reports to make decisions. You need an ERP that surfaces risks as they happen. AI Readiness: AI is only as good as the data it can access. A fragmented ERP prevents AI from seeing the full picture of your business health. The strategy for the next five years is clear. We are moving away from monolithic, rigid implementations toward flexible, unified platforms that treat every transaction as a data point for future growth. I just published my full analyst notes on Siva Iswaran's keynote and what it means for the future of financial leadership. Read the full breakdown here: shashi.co/2026/02/beyond… Is your ERP a rearview mirror, or is it the nervous system of your company @sandraklo @poojamittal09 #ZohoDay26 #ERP #CFO #CEO #DigitalTransformation #BusinessStrategy #FinTech

Wow! Just wow

Wow! AI working so seamlessly on the edge!

@AlexandarDjeric @Zoho @ZohoERP @moneycontrolcom Yes, we will be launching them

@Zoho @ZohoERP @moneycontrolcom Plans for Global edition?

With @ZohoERP, our AI-native, homegrown platform, Indian businesses can bring powerful capabilities across finance, supply chain, payroll, commerce, and compliance together on one unified system, without the usual complexity of traditional ERPs. With built-in low-code and no-code customization, it’s easier to tailor, faster to set up, and designed to grow with you. 👉 zurl.co/gYjiH

@SindhuHarih @svembu That’s Sridhar’s style and we have navigated several challenges in the past, the same way :)

“Can Zoho survive the AI wave? It depends on our ability to adapt. I always ask our employees to calmly contemplate our death. When we accept that possibility, we become more fearless and that is when we can calmly chart our course.” That’s quite bold (and dark), @svembu :)

A few thoughts about PayPal, nearly 12 years after I left. I woke up this morning to dozens of messages from former PayPal colleagues. It pushed me to finally speak up. I never spoke publicly about the company after I left. Part of that was loyalty to John Donahoe, who gave me an unlikely opportunity, handing the reins of PayPal to a startup guy who, on paper, had no business running a then 15,000-person organization. But part of it was something else: I had left. I chose not to stay and fight for the changes I believed in. Speaking from the sidelines felt like armchair commentary. Easy opinions without the burden of execution. So I stayed quiet. But twelve years of silence is long enough. And today's news makes it clear the pattern I've watched unfold isn't self-correcting. I left PayPal in 2014 because I was deeply frustrated. We had executed a silent turnaround of a company that had lost its soul. We brought back engineering talent, shipped good products quickly, and acquired Braintree and Venmo. The company was on a tear. So much so that Carl Icahn felt compelled to accumulate a position in eBay and push for a PayPal spinoff. At the time, eBay decided to fight Icahn. It was a difficult period for me, caught between what I felt was right for PayPal and my loyalty to the eBay team. This is when Mark Zuckerberg approached me to join Facebook. The combination of his conviction that messaging would become foundational, the appeal of going back to building products at scale, and my growing exhaustion with the internal politics at PayPal and eBay eventually convinced me to leave and join one of the best teams in the world, one I had admired for a long time. In the summer of 2014, I met John in a café in Portola Valley and told him I had decided to leave. During that conversation, he told me that Icahn had effectively won the fight, that PayPal was going to become an independent company, and he tried to convince me to stay on as CEO, but I had already said yes to Mark, and my word is my bond. There was no turning back. After my departure, the board scrambled to find a replacement, and it took a few months for them to land on Dan Schulman. The leadership style shifted from product-led to financially-led. Over time, product conviction gave way to financial optimization. Much of the momentum we had created still persisted and carried the company forward, mainly driven by Bill Ready, who came over in the Braintree acquisition and rose to COO. Under his leadership, Venmo grew exponentially, and total payment volume (TPV) accelerated quickly. But the shift under Schulman became more pronounced after Bill's departure at the end of 2019. With him went the product conviction that had defined the post-spinoff momentum. Then, for a period, COVID-fueled online shopping hid a lot of the company's new weaknesses. During that period, the company made a fundamental miscalculation: it optimized for payment volume instead of margin and differentiation. It leaned into unbranded checkout, where PayPal had the least leverage, instead of branded checkout, where the margin, data, and customer relationship actually lived. Visa masterfully structured a deal that effectively ended PayPal's ability to steer customers toward bank-funded transactions, which had been a core driver of PayPal's economics. Not long after, PayPal lost a significant portion of eBay's volume. Over time, it saw its share of checkout among its most profitable customers steadily erode as Apple Pay and others continued to execute well. The same pattern repeated itself across lending, buy-now-pay-later (BNPL), and new rails. On lending, PayPal missed the opportunity to turn it into a platform weapon. Products like Working Capital were conservative, short-duration, and optimized for loss minimization. Lending never became programmable, never became identity-driven, and never became a reason for merchants or consumers to choose PayPal over something else. The missed opportunity in BNPL was even more striking. Klarna, Affirm, and Afterpay didn't just offer installment payments, they built consumer finance brands, persistent credit identities, and new shopping behaviors. PayPal saw the BNPL turn, entered the market, and had every advantage: distribution, trust, and merchant relationships. But BNPL was treated as a defensive checkout feature rather than an offensive category. There was no attempt to turn it into a core consumer relationship, no super-app behavior, and no meaningful differentiation for merchants. Others built platforms, PayPal added a feature. The failure to lean into building and owning new rails followed the same logic. After the spinoff, PayPal had a once-in-a-generation opportunity to build a global, at scale payment network. Instead, the company focused on building on top of existing networks and third-party rails. More recently, that mindset carried over to PYUSD. Technically, the product was sound. Strategically, it launched without a compelling transactional reason to exist. PYUSD had distribution, but no organic demand. It was not embedded deeply enough into flows to become a true settlement layer, a cross-border merchant rail, or a programmable money primitive. It sat adjacent to the product instead of inside the core of it. Acquisitions during this period followed a similar pattern. Honey was not a strategic acquisition for PayPal. It added activity, but not leverage. It lived outside the transaction, monetized affiliate economics rather than payment economics, and never meaningfully strengthened PayPal's control of the customer or the checkout moment. Xoom solved a real problem in remittances, but it never compounded PayPal's advantage. It scaled volume without changing the underlying rails, identity graph, or settlement model, and as importantly, it didn’t cater to a high-value, high-margin customer archetype. None of these were bad companies. They were just a wrong fit for PayPal and became unnecessary distractions. The board eventually recognized the problem. In 2023, they brought in Alex Chriss, an Intuit veteran with a strong product background, explicitly to restore product conviction. It was the right instinct. But Alex came from software, not payments. He understood SMB product development. He didn't have the muscle memory for transaction economics, network effects, or settlement infrastructure. In hindsight, he also made an error: clearing out much of the leadership team that understood payments deeply. Executives with years of institutional knowledge departed within his first year. This morning, Alex was removed as CEO. Branded checkout grew 1% last quarter. The board tapped another operator, Enrique Lores, the former HP CEO who's been on the PayPal board for five years. I don’t know Enrique. And he might be a great leader, but on paper at least, he’s a hardware executive. For a payments company. The common thread through all of this is incentive design. Once PayPal became independent, short/medium-term predictability beat long-term vision and ambition. Stock performance mattered more than platform risk and network opportunity. Financial optimization replaced product conviction. I'm not claiming I would have made every call differently. Running a public company at scale involves tradeoffs I didn't have to make after I left. But the pattern, choosing predictability over platform risk, again and again, was a choice, not an inevitability. Over time, the company that had every advantage and could’ve become the most consequential and relevant payments company of our time, lost its mojo, its product edge, and its ability to compete in a market that’s being rewired and reinvented in front of our eyes. That's the part that's hardest to watch for a company I care so deeply about.

Community Meetup 2026 was packed with learning, collaboration, & momentum. From event to movement thanks to our CFO community! From stage conversations that sparked new thinking to off-stage interactions that built real connections — the first edition of #CFO Exchange By @Zoho.

Zoho is heading to @ICAIWOFA 2.0 30 Jan – 1 Feb 2026 | India Expo Centre & Mart, Greater Noida. Discover how #ZohoBooks helps CAs & businesses automate everyday accounting and gain real-time financial visibility. #ZohoAtWOFA #ICAI

Our inaugural @CfoExchangeZoho — the very first gathering hosted by @Zoho 's dedicated community for Chief Financial Officers — brought together an exceptional group of finance leaders. What made it truly special was the the entire focus remained on genuine learning and meaningful exchange. I feel genuinely honored to have been able to share insights on the transformative role of AI and its profound implications for the future of the finance function.

Today, we're turning a page. Literally. At @Zoho, we've always believed that great technology should be accessible, extendable, and most importantly, built on a foundation of trust. We’re proud to introduce a new era of ERP. It's an ERP designed for the modern world: ✅ Context-first AI insights ✅ Full-stack infrastructure ✅ Seamless regional compliance This isn't just about software; it's about a decade-long journey to build an ecosystem that moves at the speed of modern commerce. An ERP that doesn't just manage your business but accelerates your vision. Here's more on @ZohoERP: zoho.com/erp Kudos to @isiva and team for the launch! Spot the full ad in today's dailies and let us know what the "new era of ERP" looks like for your business. #GoZoho #ERP #DigitalTransformation #MadeInIndia #SaaS

Professor Kamakoti works in deep tech: micro-processor design. He is the Director of IIT-Madras, the best technological institution in India. He serves in the NSAB. He richly deserves the honour. I have defended him on scientific grounds and I will do so again: cow dung and cow urine have excellent microbiome that could be valuable for humans. It is the slavish colonial mindset that thinks these are not scientific propositions worthy of investigation. Some day, when Harvard or MIT publish a study on this, these enslaved minds would worship that as the gospel truth.

The linked article goes over the history of how Mrs Indira Gandhi buckled under US pressure and devalued the rupee by 57% one day in 1966 and how her action destroyed the rupee's standing in global trade and made India much poorer in one stroke. The amount of damage she did to our nation is immense and that is not even counting the Emergency. I was not aware of her 1966 decision and we need these historical facts to be brought out. businessworld.in/article/1966-w…

Congratulations @ranjanigayatri for your Padma Sri 👏

Nice short interview of @svembu by @BhavyaDKumar of @moneycontrolcom during our @ZohoERP launch. Sridhar also talks about our rural expansion plans, AI,… youtube.com/watch?v=0Q5mLY…

Three days. Three events. One Vision. One Ecosystem. Before the world could meet Zoho ERP, we spent time with the people who helped shape its journey; our trusted partners, trainers, and industry voices. Through hands-on demos, thoughtful conversations, and an exclusive first look at Zoho ERP, there was learning, joy, and celebration. Grateful and thankful to all our partners who continue to grow, build, and scale with us. #ZohoERP #ERPLaunch #PartnerEcosystem #BuiltForGrowth #ERPforIndia #Zoho #ERPSoftware #CloudERP