Arun Mane, founder and CEO of Amynasec Labs, joins LeaderSpeak to discuss turning specialised security knowledge into a research company. His story connects technical curiosity with the demanding routines of entrepreneurship and argues that ideas only gain value when somebody commits to executing them.
Arun worked as a threat and security researcher, including a role at the German company TÜV Rheinland. In 2019, he created Amynasec Labs as a platform where he could apply his own research ideas. The company focuses on specialised areas including automotive, IoT, industrial control systems, telecommunications, and medical security.
Arun enjoyed research roles in established companies, but he could not always implement his own thought process within their boundaries. He wanted a platform dedicated to the security domains he considered important. That desire led him to start Amynasec Labs.
His reasoning is direct: possessing knowledge without using it can become a source of frustration. Many people have potentially valuable ideas, but an idea without execution has little practical effect. The company gave Arun a vehicle for converting knowledge into research, services, and experiments.
There is no perfectly fixed entrepreneurial schedule, but Arun follows a broad routine. After breakfast, he reviews active projects with project managers, speaks with the development team, and checks progress across the organisation. He also talks with partners about new ideas and how the company might investigate them.
International clients stretch the working day. Meetings with US companies may begin after 9 p.m. in India, and Arun reports spending 14 or 15 hours on company work. He reserves additional time for his own development, particularly marketing and research. As a technical founder, he has had to learn activities that do not come naturally, including sales, finance, and managing different business functions.
Calendars and scheduled work hours provide structure, although a founder’s day rarely follows the plan precisely. Financial, marketing, sales, and technical issues compete for attention. Arun relies on partners who are stronger in some business disciplines while continuing to develop those skills himself.
He does not suggest that a technical person can instantly master every role. Instead, he treats business capability as another area of learning. Wearing multiple hats is difficult, but not impossible when the founder accepts that competence develops over time.
Arun sees close parallels between researchers and entrepreneurs. Both need intense interest in the problem, patience with slow progress, and a willingness to keep trying ideas that may fail. Failure is useful when it creates information for the next experiment.
He also argues for sustained confidence in the central idea. Rather than preparing many unrelated fallback plans, he prefers improving the chosen product or approach incrementally. His emphasis is on making it meaningfully better over time—he mentions a recurring goal of roughly 20 percent improvement—while remaining focused on the original direction.
