Partners

The four people who will be in the room

Every engagement is led by one partner, named in the proposal, who spends the first six weeks at your office or plant. Here is who they are, the sectors they have worked in, the cases they led, and a note from each on the kind of problem they take on.

Sanjay MehtaStrategy
Vikram SinghOperations
Priya RajanSuccession
Arun NairM&A

Managing partner, strategy

Sanjay Mehta

Fourteen years at a global strategy firm's Mumbai office, then six years running strategy for a ₹3,000 crore consumer goods group in Ahmedabad. Founded XYZ Advisory in 2014.

I take on companies that have outgrown the way they make decisions. Usually the founder still decides everything, the numbers arrive six weeks late, and turnover has sat at the same figure for three years.

I don't bring a framework to the first meeting. I ask to see your distributor ledger, your last three board packs and the shop floor. If the answer turns out to be "make less, sell it in fewer places", I will tell you in the first month, not the last.

Sanjay MehtaAhmedabad, September 2026

Partner, operations

Vikram Singh

Eighteen years on shop floors: plant manager and then chief operating officer at a Pune forging company supplying two-wheeler makers. Joined in 2018.

I measure first and recommend later. In most plants I visit, the problem the owner describes is real, but it is usually the third most expensive one.

I spend the first two weeks on the floor on every shift, nights included. The first report you get from me is a list of numbers, not advice. Recommendations come once your own supervisors agree the numbers are right, because they are the ones who will have to keep them.

Vikram SinghMumbai, September 2026

Partner, family-business succession

Priya Rajan

Company secretary, then CFO, of her own family's engineering business in Coimbatore for twelve years, including its handover from her father's generation. Joined in 2016.

Succession is rarely a legal problem. The documents take a month. What takes a year is getting a father, two sons and a daughter-in-law to agree, in writing, on what happens when they disagree.

I went through this in my own family, and we did it badly, which is most of why I do this work. I meet every family member alone before anyone meets together, and nothing said in those rooms is repeated in the other ones.

Priya RajanAhmedabad, September 2026

Partner, mergers and acquisitions

Arun Nair

Twenty-two years in investment banking in Mumbai, the last eight running mid-market sales and acquisitions. Chartered accountant. Joined in 2019.

Most founders sell a company once. The buyer across the table has done it thirty times. My job is to close that gap.

That means telling you what the business is worth before a bidder does, which buyers will keep your people, and when to walk away. I have advised owners to turn down offers more often than to accept them. We charge a fixed fee, so I am paid the same either way.

Arun NairMumbai, September 2026

Who else works on your engagement

Eleven consultants work across the four practices. Most spent five to eight years in a plant, a sales territory or a finance team before they joined us, and every one of them has done a stock count in a godown.

Three senior advisers read our recommendations before they reach your board.

Dr. Rajan PillaiRetired banker, thirty years in lending to small and mid-sized companies. Reads every plan that depends on new debt.
Nalini ShahFormer senior civil servant in industrial policy. Advises on state incentives, land and approvals.
Prof. Anand IyerTeaches strategy and family business at a management institute in Ahmedabad.

If one of these four sounds like the person you need, tell us the decision you're facing. The partner who fits it best will reply.