Ancient wisdom helped forge present-day business principles for QI Group co-founder Vijay Eswaran. “When my partners and I started the QI Group, one thing that we unanimously agreed on is a philosophy we refer to as RYTHM. It’s an acronym for a concept called Raise Yourself To Help Mankind, derived from an anecdote we read about Gandhi,” said Vijay Eswaran.
These words encapsulate the driving force behind one of Asia’s most distinctive multinational corporations. While countless businesses launch with profit as their primary objective, this company began with a philosophical foundation that continues to guide its global operations today.
Who is the founder of QI Group?
Vijay Eswaran co-founded the QI Group with Joseph Bismark in 1998. The entrepreneur, philanthropist, and author also serves as the company’s executive chairman. For over two decades, Eswaran has played a crucial role in transforming what began as a single-product enterprise into a diverse international conglomerate.
“We started as an e-commerce company,” Eswaran explained. “And from there, we grew.” The company’s ability to evolve gives it a competitive edge. It embraces backward integration, purchasing companies earlier in its supply chain.
Where is QI Group headquarters?
The company operates through a dual-hub model with corporate headquarters in Hong Kong and a green-certified operational centre in Malaysia’s Selangor state. This structure provided the foundation for gradual expansion into nearby South Asian markets, then the Middle East, Central Asia, and Europe, eventually reaching emerging markets across sub-Saharan Africa.
Hong Kong offers significant advantages for international operations through its sophisticated financial infrastructure, strong legal framework, and position as a gateway to major Asian markets. Meanwhile, the Malaysian hub, housed in the eco-friendly QI Tower, demonstrates the company’s environmental commitments.
The transformation of QI Tower represents a milestone in sustainable architecture. Following its 2010 acquisition, the 15-story building underwent extensive environmental upgrades, earning the prestigious Green Mark Gold certification from Singapore’s Building and Construction Authority — making it Malaysia’s first high-rise to receive this recognition. The building delivers 20% resource efficiency while providing an environmentally conscious workplace.
RYTHM: More Than a Corporate Slogan
The RYTHM philosophy stems from a Gandhi anecdote that deeply resonated with the founders. Eswaran recounted: “When Gandhi set up an ashram in South Africa, which served as the headquarters of his campaign of nonviolent resistance against the discrimination of Indians in South Africa, many people volunteered their services and talents to support the movement.
A young boy came to Gandhi and asked to join the movement. When Gandhi asked how he could contribute, the boy said he would do anything that was needed, odd jobs around the settlement, cleaning the premises, running errands etc.”
Gandhi’s response inspired the company’s guiding principle. “Gandhi apparently told him we have plenty of people to do that. What we need are specialised services. We need doctors to tend to the sick, lawyers to defend our people, teachers to educate the young minds. You need to raise yourself first before you can help others. So, go make something of yourself first so that you are in a position to help the community,” explained Eswaran.
This concept — developing oneself to serve others better — became encoded in the QI Group’s DNA through the acronym RYTHM: Raise Yourself To Help Mankind.
“We were very clear that we have a greater purpose other than being profit driven,” Eswaran stated. “In today’s terms, it’s called stakeholder capitalism. The ideology of putting shareholders above all that has driven businesses for the last half a century needs a serious update.”
Eswaran credits the company’s resilience to this founding philosophy. He stated, “I’d like to think that the secret sauce keeping us on track is RYTHM. It has brought us to this point, and I am confident it will take us through to the decades that lie ahead of us.”
The RYTHM Foundation serves as the company’s social impact arm, channelling 10% of revenues into partnerships with grassroots organisations in Southeast Asia, India, Sri Lanka, and sub-Saharan Africa.
The foundation is aligned with UN Sustainable Development Goals. It is committed to providing educational access to children in remote communities, with special attention to those with disabilities and special needs. Through the RYTHM Foundation it offers skills training and economic opportunities to young women from disadvantaged backgrounds and supports rural community development initiatives that promote self-sustainability.
Multicultural roots inspire an inclusive corporate culture
Eswaran’s multicultural background significantly influenced the company’s approach to diversity. Growing up in Malaysia, a country with Portuguese, Dutch, and British colonial influences where early settlers arrived from China and India as far back as the 1st century, Eswaran developed an appreciation for varied perspectives.
“The world I grew up in included having friends and classmates who came from several cultures and faiths, were of many different shades of skin, and spoke different languages at home. Almost everyone in Malaysia grows up, at the very least, tri-lingual, and that led to me being fairly fluent in about nine languages,” he said.
This worldview directly translated into building the QI Group’s diverse workforce spanning nearly 50 nationalities and multiple generations from ages 19 to 65. “When you have a large team, you have the opportunity to build diversity into the team. People with varied experiences, approaches, and perspectives who will help you cover all bases,” Eswaran said.
His management philosophy emphasises consensus building, often misunderstood as requiring unanimous agreement. “It’s not about convincing others. It’s about consulting,” he clarified. “If you want to create an environment that fosters creativity and innovation, then you need to allow diversity of opinions. It’s not about giving up control but about making an informed decision.”
