Entrepreneur Krishen Iyer reflects on his path through insurance, real estate, and launching a new venture in consulting.
Q: Krishen, let’s start at the beginning. What drew you to the insurance industry initially?
A: It really started with an interest in understanding how people manage uncertainty. Insurance isn’t always the flashiest field, but it’s foundational. Early in my career, I was fascinated by how small decisions—policy structures, client education, even communication—could have a long-term impact. I started out in sales and brokerage, but I quickly saw the bigger picture: how to build systems that support both clients and agents at scale.
Q: You later expanded into real estate. What prompted that shift?
A: Real estate felt like a natural complement to what I was already doing. Both industries are built around long-term value, client trust, and risk assessment. At the time, I saw an opportunity to diversify not just my business interests, but my understanding of asset-based strategy. Working in real estate—especially in markets like California—taught me how local regulations, demographic shifts, and timing all influence decision-making. It also gave me a deeper appreciation for how physical space impacts behaviour and investment choices.
Q: Was there a particular moment when you realised you wanted to move into consulting and form Iyer CRSI?
A: Yes. After several years running ventures in insurance and real estate, I began to notice a recurring theme. People—especially founders or small teams—often had strong instincts but lacked structured support. They were navigating compliance, growth, and market shifts without a map. I wanted to offer that map. That’s what led me to form Iyer CRSI, a consulting and holding company focused on building practical strategies from real experience. It’s about taking what I’ve learned and helping others avoid preventable missteps.
Q: Can you talk about a challenge you faced in business and how you navigated it?
A: One of the biggest challenges I faced was early on, when I tried to scale an insurance firm too quickly. We expanded geographically before the infrastructure was ready—CRM systems weren’t synced, client onboarding wasn’t uniform, and communication between teams broke down. It was a lesson in restraint. Growth only works if the foundation is solid. I pulled back, refocused on processes, and rebuilt with scalability in mind. That experience is one of the reasons I’m so focused on systems thinking today.
Q: What’s something you believe about business that most people disagree with?
A: I believe that failure isn’t just acceptable—it’s essential. Not in the clichéd sense, but in the structural one. Businesses that avoid risk entirely also avoid growth. What matters is how you build a feedback loop from failure. I think people over-index on perfection when what they really need is iteration.
Q: You’re based in Fresno, which isn’t usually the first place people associate with entrepreneurship. Has that shaped your perspective?
A: Definitely. Fresno has a unique energy. It’s not a traditional startup hub, but that’s actually been helpful. There’s space to think, to try ideas without the same kind of noise or pressure you get in larger cities. It also means I’ve had to be very intentional about building networks—connecting across industries and geographies. That forced creativity has served me well.
Q: Outside of business, you’re also involved in charitable work. Can you share more about that?
A: Giving back has always been part of how I define success. I’m especially focused on efforts that support veterans and children in need. These are communities that often go unseen, despite the challenges they face. Whether it’s supporting transitional housing or after-school programmes, I try to engage not just financially, but through ongoing involvement. It keeps me grounded and reminds me why the work matters.
Q: What excites you most about the current stage of your career?
A: Honestly, it’s the chance to step back and help others build. With Iyer CRSI, I get to work with entrepreneurs and operators at key turning points in their journey. That collaborative process—sitting with someone, asking the hard questions, building the playbook—it’s energising. It’s also humbling, because every business is different. You have to stay curious.
Q: If you could offer your younger self one piece of advice, what would it be?
A: Don’t confuse momentum with progress. Early on, I thought being busy meant being effective. But sometimes, the best move is to pause and ask if what you’re building aligns with your long-term goals. Activity doesn’t always equal impact.
Q: Final question: what’s one habit that’s helped you stay focused?
A: Writing things down. I keep a daily log—nothing fancy, just reflections, decisions, priorities. It helps me stay present and see patterns over time. Plus, it forces clarity. If I can’t explain something clearly on paper, I probably don’t understand it well enough yet.