Real People. Real Challenges.
Real Change.

Client:   High-Growth Tech Services Firm | Pune As this tech firm rapidly expanded across global markets—serving some of the world’s fastest-growing startups—it faced a familiar inflection point: growth was outpacing leadership . The founders realised they didn’t just need more hands—they needed a new layer of leadership that could: Consult with global clients  and manage shifting expectations Deliver high-value products  that were faster, more agile, and tailored to evolving

Despite its strong market position, Thermax’s sales team had hit only 50% of their annual target. At first glance, it seemed like a sales performance issue—but a deeper analysis exposed a breakdown in cross-functional collaboration.

Client:  Pan-India Football Academy | Youth Sports & Development Sector The Challenge: Leaders Weren’t Leading As the academy expanded across the country, it promoted skilled employees into leadership roles. But while their technical capabilities were strong, something was missing: They weren’t leading—just escalating. Branch managers avoided decision-making, fearing mistakes Day-to-day choices—budgets, events, operations—were passed to HQ Senior leadership in Gurgaon was dro

The Problem: Competing Teams, Missed Targets   At one of India’s leading manufacturing firms, the sales team had hit just 50% of their yearly target. On the surface, the problem seemed like a sales execution issue. But a closer look revealed something deeper—and more damaging. Cross-functional teams weren’t collaborating. In fact, they were competing. Sales blamed Purchase. Purchase blamed Operations. And everyone believed their department was doing the heavy lifting while o

Client: A High-Growth Tech Services Firm This Pune-based IT services company works with some of the world’s top-funded startups, including multiple unicorns. Known for reliable delivery and technical strength, the company was now scaling fast across global markets. The Challenge As the company grew, so did the need for a strong second line of leadership. The founders were clear:    “ We have great doers. But who among them can truly lead?” While execution was solid, very few