Banking, asset management, insurance, NBFCs and the private capital ecosystem — the institutions that allocate India's capital and manage its risk. We work across all of them.
Financial services leadership is a layered conversation. Regulatory expectations are high and rising. Boards are more active than they used to be. Public scrutiny is closer. The roles call for credibility with regulators, comfort with risk, and the commercial instincts to actually grow a business.
Our mandates span private and public banks, asset and wealth managers, life and general insurance, NBFCs and lending platforms, and the private capital ecosystem that sits adjacent to all of them. Across the breadth, the question is the same: who can lead this institution responsibly through the next chapter?
We are retained at the senior end — CEO, business-head, CFO, CRO, CCO. The candidates worth meeting are typically embedded inside competing institutions and need careful, confidential approach.
Regulatory and governance expectations across financial services have risen meaningfully. Boards are more involved in senior appointments; mis-hires are more visible and more costly.
Technology and digital have moved from a function to a leadership conversation — every CEO in the sector now thinks about it, and CTO/CDO appointments are now CEO-equivalent in importance.
The PE/VC ecosystem has become a leadership pool in its own right; investment professionals moving into operating roles, and operators moving into investment roles, is a pattern we see regularly.
Public, private and the next generation of digital banks.
Open →Mutual funds, PMS, AIFs, and the rapidly maturing wealth business.
Open →Life, general, and health — a sector growing into the broader economy.
Open →Specialised lenders, housing finance, MSME and consumer credit.
Open →Investment professionals, operating partners, and the people running portfolios.
Open →