The human engine behind Tricentis India's Scaling.
The Tricentis scale-up wasn’t a top-down push. It happened because individuals and teams felt ownership, alignment, and purpose.
That’s where Bottom-Up Scaling comes in.
Team members added during Tricentis India’s scale-up.
This approach, shaped by this experience with Tricentis India, later evolved into our Aware. Align. Act. framework.
How Teams Acted as Engine of Scale.
Scaling Tricentis India wasn’t a CEO-only mission.
Teams here took ownership because everyone was aligned to a shared vision, and acted autonomously.
- Collaboration was natural, not forced.
- Feedback loops were tight and trusted.
- Teams had clarity but also autonomy.
- Wins were celebrated together.
How we did it.
This wasn’t about putting more layers of management.
It was about creating more layers of ownership.
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Cross-Functional Pods
We established cross-functional pods that could act like micro-startups within the larger organization.
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Clear Charters & KPIs
Each function — PreSales, Marketing, Alliances, SalesOps, Legal, HR, Admin, and more — was set up with clear charters, KPIs, and space to experiment.
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How & Why
Teams weren't just told what to do; they were part of building the how and why behind every move.
Vaibhav, who joined as the first employee in 2015 and later became VP and Head of Tricentis India, noticed a deeper pattern behind the way the team was scaling. With Wolfgang’s guidance, this approach was recognized and named “bottom-up scaling” — a method rooted in evolving like a family.
This generic framework of scaling any system was abstracted as the tagline of Sarvārth:
Aware. Align. Act.
Mensch Framework(Aware. Align. Act.)
The Mensch Framework is visualized below. Sarvārth team is working on a book with the same name scheduled to publish in early 2026.
Next Part of the Story
Empowered teams come from empowered individuals.
See how we empowered individuals for long-term leadership and individual growth, another piece of this scaling machine.
