As discussions about the future of artificial intelligence (AI) in India intensify, a more significant transformation is silently taking shape within the country’s educational landscape. Startups like Futurense, a rapidly growing AI skilling and talent company based in Bengaluru, are spearheading initiatives aimed at cultivating the next generation of engineering talent. In an exclusive interview with Fortune India, Raghav Gupta, Founder and CEO of Futurense, elucidated the company’s commitment to AI education, the evolving demand for AI talent, and the potential for a more AI-literate youth to reshape India’s economic and educational frameworks.
According to Gupta, addressing the talent gap in India is not solely about the number of AI engineers but rather the quality of engineers capable of implementing AI solutions in business contexts. Gupta emphasized that the focus should be on “good engineers who understand system-level thinking, product thinking, and can communicate effectively with stakeholders.” He recalled his experience studying at Emory University in Atlanta in 2019, where the emergence of AI technologies like Transformers hinted at a seismic shift in the job landscape within India’s IT industry.
As the IT sector transitions from a model based on labor arbitrage to one that emphasizes knowledge application, Gupta expressed confidence that “humans will never be out of business.” He predicts that AI, data science, and engineering will foster new job opportunities despite the diminished number of traditional back-office roles. “Earlier, ten people were employed. Now maybe three will be, but they’ll earn what ten people earned earlier. It’s a winner-takes-all model,” he stated, outlining the economic implications of this shift.
In his interactions with companies and universities, Gupta noted a significant demographic shift in his student base. Approximately 70% of Futurense’s business focuses on lateral talent, with 95% centered on AI-related fields like data science and cloud computing. The undergraduates, aged 18 to 22, often come from traditional engineering backgrounds, yet many are disillusioned with their career prospects in larger firms such as TCS, Infosys, and Cognizant.
Gupta identified three critical gaps in the hiring landscape for AI talent. First, many candidates are proficient in tools but lack understanding of systems. Companies seek “system builders,” not just tool users. Second, communication skills are often deficient. “Asking the right questions matters,” he explained, pointing out that many engineers struggle to articulate their ideas effectively. Lastly, Gupta warned that AI can amplify mediocrity, as candidates may excel in interviews yet falter in foundational skills like mathematics and logic.
Defining Futurense’s curriculum has been a strategic endeavor informed by insights from industry leaders. Gupta highlighted the role of their ‘Future is Leadership Council,’ composed of around 65 executives from global tech firms, in keeping the educational content relevant. He acknowledged the challenges posed by traditional academia, where resistance to adopting AI tools mirrors past hesitancies toward computer technology. “Academia can’t keep up with how fast things change,” he noted, reinforcing the need for a curriculum that evolves alongside industry demands.
Futurense’s AI-native B.Tech program focuses on cultivating skills that machines cannot replace, such as emotional intelligence and teamwork. Gupta stated, “With four years, you can mould a person’s mindset,” something often missed in postgraduate programs. The course structure diverges from traditional sequences, prioritizing data science from the outset to expedite learning.
To attract quality faculty, Futurense is leveraging the experience of seasoned professionals transitioning from industry to academia. Gupta described many of these faculty members as veterans who have achieved financial success and now seek meaningful work, thus enriching the educational experience for students.
Gupta believes Futurense stands apart from other ed-tech companies for several reasons. “Most ed-tech companies are marketing companies, not education companies,” he asserted, emphasizing his family’s long-standing commitment to education. Additionally, partnerships with prestigious institutions like the IITs lend credibility to their programs, while a focus on genuine engagement with industry leaders ensures that resources are allocated effectively toward education rather than marketing.
As AI continues to gain traction globally, the implications for India’s educational system and labor market are profound. The emphasis on cultivating adaptable, skilled engineers capable of navigating a rapidly evolving landscape could not only enhance individual career prospects but also fortify the country’s position in the global tech arena. As Gupta concluded, the drive to incorporate AI education into the engineering curriculum is not merely a trend; it is a strategic imperative for India’s future economic growth and competitiveness.
See also
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