From broadcast networks to gaming studios, the agencies that shape demand to the businesses behind live entertainment — we partner the leaders building India's media and entertainment economy, and the founders rewriting how it makes money.
Our work in media and entertainment spans a fast-moving spectrum: broadcast networks managing the shift from linear to connected viewing, gaming and digital-first businesses scaling faster than their leadership benches, and the agencies reinventing themselves as the media around them fragments. Every mandate sits in a different version of the same question — who can build the next phase of this business?
The leadership challenges here are unusually distinct. Content businesses live or die on judgement that does not show up on a balance sheet. Revenue is migrating from advertising to subscription to transaction, and back again. Regional and language markets are growing faster than the metros. We are retained where the appointment shapes the strategy, not just the org chart.
The talent market is thin in precisely the places it matters most. Leaders who have monetised digital audiences at scale, commissioned content that travels, or run a profitable subscription business in India are a small pool — and the strongest of them are rarely on the market. Promoter-led media houses, global platforms localising for India, and venture-backed gaming and digital businesses each need a different kind of leader, found a different way.
We go deep. The strongest leaders in this industry — chief executives and the finance, technology, legal and people leaders who hold a media business together — are known by reputation long before they are available. The work is in knowing who they are, understanding what would move them, and making the introduction that matters at the moment it matters.
Monetisation is the leadership question of the decade. The industry has proven it can build audiences; the harder problem is making money from them sustainably. The leaders in genuine demand are those who have run a P&L through the advertising-to-subscription-to-transaction shifts — and there are far fewer of them than there are businesses that need them.
Regional and language markets are where the growth is, and the leadership market has not caught up. The deepest audiences, the fastest subscriber additions and the most interesting content are increasingly outside the English-and-Hindi metros. Leaders who can build and run a credible regional business — commercially and editorially — are scarce and quietly prized.
The line between media, technology and commerce has effectively dissolved. Platforms are product companies; gaming is a live-operations business; agencies are becoming data businesses. The most valuable executives carry fluency across at least two of these worlds, and boards increasingly hire for that hybrid profile rather than for pedigree in any single one.
Networks and broadcasters, through the shift from linear to connected viewing.
Open →Digital-first media, gaming and esports — the industry's fastest-growing edge.
Open →Agencies, ad-tech and the businesses that sit between brands and audiences.
Open →Labels, live entertainment and the business of monetising fandom.
Open →