When Lal started the organization, he was a 'doer' in the organization. He used to 'do' everything including a coding, system architecture, accounting, administration, back office or business development. He was solely responsible for these activities. The ‘doer’ phase helped him to sustain, as he had to curtail costs. It also helped him to know all the nuances of the business. As he said without Doer stage, he would've never understood higher management thoughts.