Alumni Author: SOS-tainability – Prasad S N, EGMP 2023

Prasad S N, IIM Bangalore alumnus and founder of Grewind Solutions LLP, is a passionate advocate for sustainable living. His latest book, SOS-tainability: The Last Call for Change, offers a wake-up call to individuals and organizations, urging immediate action in the face of climate urgency. From a seasoned corporate professional to a purpose-driven entrepreneur, Prasad’s journey reflects a deep commitment to aligning innovation with impact. In this candid conversation, he shares the motivation behind his writing, insights from his professional path, and his vision for a more conscious, sustainable world.

What inspired you to write SOS-tainability: The Last Call for Change, and what core message do you aim to convey to your readers?

Over the past three years of actively working in the sustainability space, I’ve had the opportunity to engage with individuals, communities, and businesses in their efforts to adopt more eco-conscious practices. What stood out to me, however, was the consistent gap in awareness and urgency to act—especially among the mass consumer segment.

Sustainability is often seen as optional or idealistic, rather than an immediate necessity. That insight became the spark behind SOS-tainability. The book is a direct response to this disconnect. I wrote it not only to inform, but to underscore that we’re no longer in a stage where we can afford to “debate” or procrastinate. Just like in an emergency, we need quick, level-headed responses—and the planet has already been sending us SOS signals for decades.

The essential message I wish to communicate is straightforward but urgent: sustainability is no longer a matter of choice; it’s a matter of survival. I am convinced that when individuals get a proper perspective on the seriousness of the crisis and how their daily habits can be part of the solution, real change becomes feasible.

In what ways does SOS-tainability build upon or diverge from the themes explored in your first book, A Heads-Up for Your Startup?

My first book, A Heads-Up for Your Startup, was focused on the mindset and experience of an entrepreneur. It was written to share the roller coaster of experience that accompanies going from a formal corporate setting to the uncertain realm of startups. It was extremely focused on the mindset needed—not only to create a business, but to navigate oneself through uncertainty, failure, and reinvention.

The second book, SOS-tainability: The Last Call for Change, is more different. It moves from the entrepreneur’s inner life to the wider ecosystem we’re all a part of. This book is about sustainability—on how professionals and ordinary consumers, no matter what our role, can make real contributions to more sustainable working and living practices.

Both books seek to bring about change—but whereas the first was intended to change entrepreneurial mindsets, the second invokes a change of behavior and perception to respond to the climate emergency.

Could you share key experiences from your career that have significantly influenced your approach to leadership, innovation, and sustainable business practices?

While most of my corporate experience was with major auto companies such as Bosch and TIMKEN, I didn’t bring much explicit industry knowledge into my startup venture. But what did come in handy were the more general learnings—such as the need for patience in selling sustainable products, vendor management, learning customer acquisition lifecycles, and recognizing the correct stakeholders within an organization to go after.

More significantly, my corporate background provided me with a real-world perspective on decision-making: understanding when to push forward with a prospective customer and when to graciously bow out—particularly important in a startup where there are limited resources and I was running most operations myself. These lessons informed how I went about growth, prioritization, and sustainability in my entrepreneurial endeavors.

What motivated you to establish Grewind Solutions LLP, and how does the company’s mission align with your vision for sustainable development? 

Like many Indians, I always had a quiet dream of starting something of my own. I had tried with few side projects during my corporate days, but nothing ever took full shape. When I hit a point in life where I had to choose—either switch to another company or take a leap into entrepreneurship—I chose the latter. It felt like the right time both professionally and personally, and I didn’t want to live with the regret of never trying.

But for me, it wasn’t just about doing business—it had to create impact. Around that time, the pandemic had hit, and like many of us, I found myself reflecting and learning. I began reading deeply about sustainability and global innovations, and that led to the creation of snpshares, a small blogging space where I explored breakthrough ideas in the climate change.

The more I read, the more I realized—writing wasn’t enough. Something needed to be done on the ground. That’s how Grewind was born—built on the belief that without consumer adoption, even the most brilliant eco-friendly ideas will remain in the shadows.

Our mission at Grewind is simple: to collaborate with like-minded partners, consumers, and sustainability crusaders to create upcycled, eco-friendly, and value-driven solutions. We strive to undo the damage, and leave behind a greener, healthier footprint. 

The vision? To become one of the largest solution providers in the sustainability space. 

What challenges have you encountered in promoting sustainability within corporate settings, and how have you addressed them? 

One of the biggest challenges I’ve faced is helping people in corporate settings understand that sustainability isn’t just a function—it’s a mindset. Unless an organization invests in building that mindset across all levels, sustainability remains a checkbox activity, owned by one department and forgotten by the rest.

As we’ve learnt in our Mangaement schools that early adopters of any new thing constitute barely 1%. For sustainability startups, waiting for the mainstream to catch up and join the cause takes enormous perseverance and vision over the long haul.

What I used to see was that sustainable products were being used like corporate gift items—brought out at conferences or distributor meetings—but not actually incorporated into daily operations. That had to shift.

One approach we’ve taken is linking an organization’s own waste management with the procurement of sustainable products. By recycling their waste through authorized channels and offering them credits in return, we’re creating a loop where businesses are incentivized to buy sustainably—because now their waste is part of the solution.

I also learned soon enough that when it comes to promoting sustainable products in the corporate sector, a top-down strategy is not sufficient. Getting the right individual within the organization who can advocate for the concept and push it across departments is essential. 

How do you envision the role of technology in advancing sustainability, and what practical solutions do you advocate for individuals and organizations?

To me, technology is not merely a tool—it’s a driver in shaping the future of sustainability. Whether it’s adding recycled content to products without sacrificing quality, or transitioning from labor-intensive waste segregation to sophisticated AI-driven sorting technologies, technology is propelling the way we reimagine waste, resources, and performance. In fact, some of the most thrilling advancements I’ve witnessed are in how recycled materials are being engineered to match or even surpass traditional ones.

But beyond innovation, it’s also about pragmatism. And I think the first and most crucial change—particularly for individuals and corporates—is to cut, not recycle. Most people have this the wrong way around. They begin by trying to find ways to recycle, but the actual difference is made by just creating less waste in the first place.

For companies, it’s more than policy. There has to be a cultural change. Sustainability can’t be another department checking boxes. It requires passionate individuals leading it, and employees company-wide should be part of the journey. Only then can any technology solution make lasting impact.

At its core, technology is an enabler—but mindset is the driver. We need both.

Reflecting on your time at IIM Bangalore, how did your experiences there shape your perspectives on entrepreneurship and sustainability?

Looking back, my time at IIM Bangalore was deeply formative—especially in how I came to view entrepreneurship and sustainability as inseparable in today’s world.

Unlike many institutions, IIMB offered corporate entrepreneurship not just as a concept, but as a structured subject. Being the only active entrepreneur in my batch, I found myself connecting deeply with the case studies—not from a theoretical standpoint, but from lived experience. Every story of early struggle, self-doubt, and tough calls felt incredibly real and familiar.

What stood out even more was IIMB’s commitment to sustainability. It wasn’t just a buzzword—it was embedded in their values, operations, and even their own sustainability report, which was an insightful read for someone like me trying to build a values-driven startup. It showed me how institutions can lead by example.

Interestingly, my multiple rejections from NSRCEL (yes, there were a few!) turned out to be blessings in disguise. They pushed me to reassess my model, move beyond the idealism, and really think about profitability and scalability. That pivot was crucial in shaping how I built Grewind.

In a way, IIMB didn’t just sharpen my thinking—it challenged me to align my ideals with impact.

Could you share some of your most memorable experiences from IIMB and how they have influenced your professional journey? 

One of the most memorable aspects of my journey with IIM Bangalore wasn’t just the classroom learning—but how the institute became an early believer in what I was building.

IIMB wasn’t only an institution where I learnt; they became one of our first institution client. That initial vote of confidence had a chain effect—it led to opening doors for other well-known institutions and brands who believed because IIMB believed first.

Another impactful experience was when we were in our product development stage for recycled paper tissues. We were testing, failing, iterating—and IIMB’s support during that time was enormous. They not only allowed us to pilot the product in their ecosystem but provided us with rich feedback directly from the end-users. That honest feedback loop shaped the product and helped in developing product. 

In short, IIMB was not merely an academic stopover—it was a world-class collaborator in my entrepreneurial journey.

What drives your passion for teaching and mentoring, and how do you integrate these elements into your professional life?

For me, teaching and mentoring aren’t merely titles—they’re something I care about deeply, precisely because I’ve been on the receiving end myself, looking for direction, illumination, and at times just a push in the right direction.

What actually fuels my passion is knowing that common experience—can get someone out of a pricey error, save time, or even restore their faith in their process. My mentor didn’t always provide me with the ideal solution, but they posed the proper questions. That’s the kind of room that I attempt to provide for other people.

I’ve also learned that mentoring isn’t about giving instructions; it’s about listening, being honest about your own failures, and encouraging them to stay in the game when things feel tough.

What advice would you offer to aspiring strategists and entrepreneurs who look up to your multifaceted career path?

To all the aspiring strategists and entrepreneurs who often ask me what the “right path” is—I’ll be honest: there isn’t one, you will have to discover your path with right mindset. 

If you’re creating something of your own, take a few years with your Family support. Not months and not without family support. It takes that long to really know the depth of business, customer habits, operations, and most importantly—yourself. Doing it without a brand name helps you learn how to grind, pitch, fail, and still roll in the next day with conviction.

My biggest learning, “startups can fail. But entrepreneurs never do”—because the learnings transform you entirely. You emerge with more clarity, grit, empathy, and confidence than any title could bestow.

Regarding being multi-faceted—I think it’s not a distraction, it’s a discovery. Experiment with different roles, industries taught me really meaning of agnostic to role and industry with each experience adding depth to my thinking. 

My one last suggestion: Be open. If you have slightest interest – Give entrepreneurship a Try. And see how the journey will shape you.  

Prasad’s journey is a compelling reminder that sustainability begins with awareness and thrives on action. Through SOS-tainability, he challenges individuals and organizations to rethink their daily choices and commit to meaningful change. His clarity, humility, and drive to create impact make him not just a changemaker, but a guide for those seeking to align purpose with practice.
Explore SOS-tainability: The Last Call for Change here on Amazon.