Binu Babu

These days I lead AI product at Techjays, building multi-agent systems that run real enterprise workflows. The hard part is almost never the model. It is making agents reliable enough that a business can hand them work and trust the result.

Before that I was technical lead for AI integration at Bridge Global, where I spent a year turning experimental RAG and LLM pipelines into systems that held up in production. One rebuild cut hallucinations by about 45 percent; another brought inference latency down by roughly 60 percent. I also helped a group of engineers make the jump from full stack to AI native work, which taught me as much as the systems did.

I come at product from the founder side too. I started Socife Technologies and ran it for about five years, wearing every hat a founder wears: setting the strategy, running day to day operations, hiring and building the team, and owning the numbers, not just the code. I took products from a rough MVP to something people actually paid for, and learned that a sustainable business is its own kind of engineering, with its own failure modes.

Before that I co-founded College-Shore, an education platform connecting students with academic resources. That is where I cut my teeth on the less glamorous parts of building a company: finding a business model that actually holds up, landing partnerships with institutions, and earning the first users one conversation at a time. Most of what I know about go to market and growth started there, in the gap between a good idea and a paying customer.

The thread through all of it is the same. Strategy only matters once it survives contact with real customers, and the part I like best is the messy middle between a promising idea and a product people depend on.