Capital & Governance
Old reality
Capital chasing volume growth and low-cost execution.
New reality
Capital chasing robust governance, FX hedging discipline and regulatory transparency.
Peer cohorts for Directors
Sixteen Directors. Sixteen live businesses.
Directors in India, in 2026, face a critical choice: master organisational alignment, create a resilient organisation — or lose relevance. Peer cohorts for Business, Finance and Function Directors. Not case-study lectures. Live execution on your own enterprise.
Programme Schedule: December 2026 to March 2027
Why This Is Important Now
A Significant Paradigm Shift for Indian Enterprise
Why legacy playbooks are breaking down, and what enterprise leadership demands now.
Supply Chain & Trade
Old reality
Domestic-focused markets and localised supply bottlenecks.
New reality
Industrial exports, microchip corridors and expressway freight networks transforming scale.
Operating Models & Technology
Old reality
Siloed functional execution and manual administrative layers.
New reality
Native fluency in AI-driven operating models, digital public infrastructure and organisational agility.
Talent & Culture
Old reality
Top-down hierarchical management and uniform talent retention models.
New reality
Managing incoming generational work cultures, distributed teams and high-velocity execution.
The Evolving Roles
The New Age Directors
The role of a Director now is that of an “Enterprise Architect”. It requires native fluency in Indian market complexities and global standards to anticipate disruption, eliminate organisational drag, and accelerate strategic momentum with absolute coherence.
Functional Excellence
Directors own three things simultaneously. The first is functional excellence — the mandate that earned the seat.
Stakeholder Alignment
The second is stakeholder alignment — across peers, the C-suite, the Board and the professional ecosystem.
Enterprise Resilience
The third is enterprise resilience — an organisation that absorbs the shock and funds the pivot.
Directors who plateau in their development soon become irrelevant. Directors who concentrate the experience of others become custodians of the company’s balance sheet — the C-Suite and Board Members.
Forthcoming Programs
Two engagements. One layer of seniority in each.
Invite-only executive peer cohorts of sixteen, no two from the same company. The wisdom in the room is the consolidated experience of fellow Directors, not a facilitator’s slides.
The Executive Roundtable · Business & Finance Directors
Director of A Resilient Organisation
Programme Enabler: Jatin Thakur
Nine weeks on your own enterprise: the shifts and the risks, the opportunities and the initiatives, and three auditions on camera that turn a roadmap into a mandate.
Nine weeks · 2 cohorts · 3 workshops · 3 auditions · Programme Schedule: December 2026 to March 2027
Programme detailThe Leadership Roundtable · Function Directors and VPs
Stakeholder Alignment
Programme Enabler: Honey Thakur
Five weeks on the stakeholders you actually work with: peers, the C-suite and the professional ecosystem — ethical influence, not authority, practised in the room.
16seats · five weeks · 1 roundtable · 2 full-day workshops · 3-day retreat
Programme detail
The Outcomes
It is a platform that:
01
Uplifts Your Executive Capability
Your outcomeSharper reading of markets, risks and business cases, visible in your next board paper.
02
Builds Your AI Capability
Your outcomePractical AI capability for clearer analysis, stronger business cases and better-informed decisions.
03
Opens Doors To Your Next Job
Your outcomeReferrals that support your next job, role or industry move, backed by professional connections and peer support.
04
Widens Business Exposure
Your outcomeGreater confidence when considering a sector change, a broader leadership role or an enterprise-level responsibility.
05
Strengthens Your Executive Presence
Your outcomeA clearer picture of how senior stakeholders experience you, and a presence that holds its own at the board table.
06
Builds Your Vocal Gravitas and Confidence
Your outcomeGreater confidence presenting to senior leaders, in interviews and in boardroom discussions.
07
Makes You a Credible Custodian of Business
Your outcomeStronger business judgement and the confidence to contribute beyond your function in interviews and board-level conversations.
08
Gives You a Trusted Circle of Peers to Turn To
Your outcomeTrusted peers you can turn to, and a lighter load to carry home.
Programme Schedule: December 2026 to March 2027.
Recommendations
In their words
Week 1 was uncomfortable in the right way. Demographics, compliance, geo-economics — I had been treating all of it as background noise rather than as the shape of the next five years.
What I valued was the absence of a trainer. Jatin (Programme Enabler) holds the room, but the wisdom comes from the sixteen of us. That is a very different experience for someone at this stage.
Half my effort had been going to people who already agreed with me. Honey (Program Enabler) rebuilt my stakeholder map around who could actually block the work, then made me rewrite the case for each of them separately. Different room, different sentence.
Previous Queries On
Straight answers, to the questions people actually ask.
75 queries raised before committing — on content, credentials, utilisation, facilitation, benefits and career. Filter by your own seat, or read the lot.
Part 1 · Questions on content
Is the content pitched at finance specialists, or does it work for a Business Director?
Asked by a Business Director
It is built for enterprise-level thinking, not technical accounting. The focus is how disruptions and opportunities move through the business as a whole — which is where a Business Director’s perspective matters most.
Is this going to be theoretical, or will we leave with something usable?
Asked by a Business Director
Every session ends in an output — a roadmap milestone, a communication brief, a rebuilt case. By the retreat you are refining something real rather than discussing concepts.
Does the programme cover AI, or is that a separate conversation?
Asked by a Business Director
It runs through the whole programme rather than sitting in one session. AI is already in the operating model, the cost base and the board pack, so it appears wherever those appear.
Is this just another framework session dressed up as a combination of engagements?
Asked by a Finance Director
The frameworks are scaffolding, not content. You work on your own numbers throughout, and the output is a resilience roadmap for your organisation.
Will the content stay current, given how fast conditions are shifting?
Asked by a Finance Director
Each cohort’s material is refreshed with current data, so the disruptions and opportunities discussed reflect the environment at the time you attend, not a fixed deck.
How much of the content is India-specific?
Asked by a Finance Director
The disruptions and opportunities are grounded in Indian conditions — policy, trade agreements, domestic credit. The underlying resilience principles carry over to global contexts.
My function is not finance or strategy. Will the material apply?
Asked by a Function Director
The Leadership Roundtable is about influence, not any single discipline. Participants come from HR, IT, legal, supply chain, marketing and operations, and the stakeholder problem is identical across all of them.
How much of this is communication skills versus something deeper?
Asked by a Function Director
Communication is the visible part. The work underneath is deciding what to say, to whom and in what order — which is judgement, and that is what the room tests.
What actually happens in a session? Walk me through one.
Asked by a Business Director
A stated objective, a participant’s live problem put in front of the room, structured challenge against it, then a written output before anyone leaves. No lecture, no slides to sit through.
Do we work on my problem, or a shared case study?
Asked by a Function Director
Yours. Case studies about other companies let everyone stay comfortable, which is exactly what the format is designed to prevent.
Part 2 · Questions on credentials
What gives Our Coach the standing to run a programme at this level?
Asked by a Business Director
The design draws on practitioner input across finance, operations and general management rather than resting on any one person’s credentials. The credibility comes from the calibre of the room and what it produces.
Will I be able to speak with past participants before committing?
Asked by a Business Director
Yes, subject to their availability and confidentiality preferences. We would rather you spoke to someone than took our word for it.
Has the enabler actually sat in a decision-maker’s seat, or is this theory?
Asked by a Business Director
Both enablers have carried operating accountability across India and the Middle East. A facilitator who has never made the call is offering theory, and this audience detects that in the first session.
Who is delivering this programme? Is it a facilitator, or a broader team?
Asked by a Finance Director
Two programme enablers, plus an advisory panel of practising directors and senior operators who sit on the retreat panel. The room itself carries most of the expertise.
Is there any external validation of the frameworks used?
Asked by a Finance Director
The frameworks draw on published research into leadership readiness, succession and governance rather than being a purely proprietary construct. We are happy to share the underlying sources.
Are the other participants at a comparable seniority to me?
Asked by a Function Director
Cohorts never mix layers. Everyone in your room holds a comparable mandate, and nobody sits in a room where they are outranked or where their own reporting line is present.
Will I be the only one from my function?
Asked by a Function Director
Cohort composition is curated for functional spread. You will not be the only HR or IT or supply chain person, and you will not be in a room of only your own discipline either — that is the point.
Does the enabler hold a coaching credential?
Asked by a Function Director
Yes, alongside operating experience. Certification shows the frameworks and ethics have been studied; the operating years are what let someone hold a room of directors. Neither alone is sufficient.
Can I see the curriculum before I commit?
Asked by a Finance Director
Yes, in full, along with the session objectives and the outputs due from each. We would rather you judged it than took a description on trust.
What if someone on the advisory panel works for a competitor?
Asked by a Function Director
You are told the composition before applications close, and you can decline a cohort on those grounds. We would rather lose the seat than put you in an impossible room.
Part 3 · Questions on utilisation
My KRAs include cross-functional delivery. Does the roadmap help me coordinate across functions?
Asked by a Business Director
Yes. Because it is built around enterprise resilience rather than one function’s priorities, it gives you a shared basis to align finance, operations and commercial teams around the same milestones.
Will there be individual attention, or is it purely group-based?
Asked by a Business Director
There is a dedicated one-to-one session focused on your own organisation’s business model, risk matrix and commercial policies, alongside the group work.
I am measured on execution against board-approved plans. Where does this fit?
Asked by a Finance Director
The roadmap is built with milestones and timelines in the format your board expects, so it converts directly into the plan you are already tracked against rather than sitting alongside it.
My KPIs include board confidence and approval of major initiatives. How does the practised script help?
Asked by a Finance Director
The case has already been pressure-tested against peer challenge before it reaches your board, which meaningfully improves the odds of first-pass approval.
What is the real time commitment, honestly?
Asked by a Finance Director
Beyond the scheduled sessions, allow two to three hours a fortnight for your own material. Participants who skip that get less out of the room, and the room notices.
My KRAs include influencing decisions I do not control. How does this help?
Asked by a Function Director
That is the whole premise of the Leadership Roundtable — stakeholder mapping, sequencing, and making the case to people under no obligation to agree with you.
Will this help with a stakeholder who has blocked me for a year?
Asked by a Function Director
You will map why, which is often not what people assume, and rehearse the conversation in front of peers who have faced the same. Several participants have the real conversation the week after.
Can I bring something genuinely confidential into the room?
Asked by a Business Director
That is what the confidentiality architecture exists for. Participants routinely bring live capital decisions and unannounced restructures. If a matter is price-sensitive or legally restricted, bring the shape of it rather than the specifics.
What if the problem I bring changes halfway through?
Asked by a Function Director
It usually does, and that is not a failure. The stakeholder map you build applies to whatever replaces it — the method survives the problem.
Part 4 · Questions on facilitation
How much of this is structured facilitation versus open discussion?
Asked by a Business Director
Each session has a defined objective and protocol, but the format is participative by design. Deliberation happens inside a structure rather than as unstructured conversation.
What happens if the group dynamic in my cohort does not work well?
Asked by a Business Director
Facilitation is designed to manage dynamics actively as they arise, and feedback during the programme can change how sessions are run. It is raised more often than people expect, and handled directly.
Will I be taught, or expected to contribute?
Asked by a Business Director
Expected to contribute. The wisdom in the room is the curriculum; the enabler holds the structure and the protocol. Participants who arrive expecting to be taught find the first session uncomfortable.
Is a facilitator present throughout the retreat, or only during set sessions?
Asked by a Finance Director
Present throughout the working sessions, so the roadmap and communication work stays on track across both days.
How is confidentiality actually enforced?
Asked by a Finance Director
Ground rules are set in the first session and a non-disclosure arrangement covers every participant, the enablers and the advisory panel. Videographed practice belongs to the participant alone.
Will anyone from my own organisation be in the room?
Asked by a Function Director
No. No two participants from the same company in one cohort, and no reporting line inside the room. People speak differently when their boss is not present.
If my employer sponsors me, what do they get told?
Asked by a Function Director
Themes and direction only — never the content of what you said. The reporting agreement is set in writing before the cohort begins, so nobody is guessing later.
Who leads the peer challenge — the enabler or the participants?
Asked by a Function Director
The participants. The enabler sets the protocol, keeps the challenge constructive and stops the room from drifting into advice-giving, which is the most common failure mode.
How do you stop one person dominating the room?
Asked by a Finance Director
The protocol allocates time deliberately rather than letting the loudest voice set the pace. It is the single most common thing facilitation has to manage, and it is managed openly.
Part 5 · Questions on benefits
Does it give me anything I can point to, rather than a claim I have to make?
Asked by a Business Director
A documented, peer-tested piece of enterprise-level work. That is a different thing from asserting you think at that level.
Is the benefit mainly reputational, or does it change how I do the job?
Asked by a Business Director
Both, and in that order. You leave with a working roadmap you can apply immediately, alongside the credibility of having built it under scrutiny.
What is the tangible takeaway I bring back?
Asked by a Finance Director
A resilience playbook, a board-ready roadmap with milestones, and a stakeholder communication brief — all built during the programme rather than left as homework.
How is this different from hiring a consultant to do the analysis?
Asked by a Finance Director
A consultant hands you a deliverable and leaves with the capability. Here the capability stays with you, which matters when the same problem returns in a different shape.
Is there a way to quantify the ROI, given the fee?
Asked by a Finance Director
The clearest quantifiable value is the completed roadmap and communication work, which would otherwise require external consulting. The peer network and tested credibility are real but harder to price.
I am told I am not strategic enough and nobody explains what that means. Will this?
Asked by a Function Director
Usually within the first two sessions. It almost always turns out to be a communication pattern rather than a thinking one — hedging where a position was needed, options where a recommendation was expected.
Is there value if I am content in my current role?
Asked by a Function Director
Yes. Most participants are not job-hunting. They want the work itself to go better and the room above to be easier to move.
What if I get to the end and nothing has changed?
Asked by a Business Director
Then the fit was wrong, and we would rather know why. Talk to us early rather than at the end — in most cases what is missing is a live problem worth the room’s time.
Is there anything after the programme ends?
Asked by a Function Director
The cohort continues informally, and alumni are invited back to retreat panels. There is no paid continuation programme, deliberately.
Part 6 · Questions on career
Is the career benefit immediate, or does it only pay off years later?
Asked by a Business Director
The roadmap is usable in your current role immediately. The peer network and tested credibility compound over a longer horizon. Both timelines are real.
What if I discover the ceiling is real and not fixable?
Asked by a Business Director
Some participants do conclude the constraint is the organisation rather than themselves. That is a useful answer, arrived at faster and with better evidence than years of guessing.
Could being seen at a programme like this backfire?
Asked by a Finance Director
Senior professionals across every field use peer calibration precisely because internal validation has limits. Attending signals rigour about resilience planning, not a gap in competence.
Boards keep saying I am respected but not ready. What is actually missing?
Asked by a Finance Director
Usually the ability to account for why the numbers moved, rather than report that they did. It is the test boards apply, and almost nobody is told it is being applied.
I have plenty of mentors and no sponsors. Does this change that?
Asked by a Function Director
Mentors give advice; sponsors give access. Peers across other sectors, plus the advisory panel, are a different kind of network — and trust of that sort is built outside your own organisation.
I have been a VP for four years and stopped moving. Why?
Asked by a Function Director
Rarely delivery. Usually a perception formed from small habits repeated in every interaction. The room will name them, which is uncomfortable and is the point.
Does attending help with an external move?
Asked by a Function Director
Indirectly. What travels is a documented piece of enterprise work and a network across other sectors, both visible outside your own company.
Should I tell my manager I am attending?
Asked by a Function Director
If they are sponsoring you, yes, and agree in advance what they should expect to see change. If you are paying yourself, that is your decision entirely.
Still something unanswered?
Ask it and we will answer it properly — and it will probably end up on this page.
About Us
A management consulting practice that became a room.
What Our Coach Stands For
We stand to help you gain friends, capability and a better career. We believe people grow when challenged with honesty and supported with respect.
Capability That Endures
We help professionals build capabilities that stay valuable as industries and leadership expectations change.
Relationships That Matter
We value professional friendships, mutual trust and people who understand your challenges.
Careers That Progress
We champion your ambition to grow and pursue opportunities that reflect your potential.
Truth Without Flattery
We tell you what you need to hear. Respectful honesty is the foundation of our relationship.
Confidence Protected
Your ambitions and challenges deserve discretion. Your trust is our responsibility.
Lasting Relationships
We build relationships through genuine conversations, shared experiences and mutual respect.
Respect for Experience
We build on the experience you bring. Our role is to challenge familiar assumptions, broaden your perspective and strengthen your judgement.
Relevance to Your Reality
We believe professional development must address the business realities, responsibilities and decisions you face.
Substance Through Practice
We stand for ideas tested through questioning, evidence and application. Understanding matters most when you can explain, defend and act on it.
“Your progress is our purpose. Your success is our reputation.”
“We challenge your thinking, protect your confidence and stand beside your ambition.”
“We believe development earns its value when it strengthens your judgement and improves the decisions you make.”
Programme Enablers and Advisors
Over 300 years of consolidated experience.
Two programme enablers who have carried operating accountability, and an advisory panel of practising directors who sit on the retreat panel.
Jatin Thakur
Programme Enabler · The Executive Roundtable
Twenty-five years of engagement with seasoned Directors and C-suite professionals, now paired with advanced AI research capability.
Experience includes market analysis across twenty-two countries, business analysis of joint ventures, multi-faceted risk assessment while bidding for PPP contracts in the Middle East, management consulting, and executive mentorship in the Middle East and India.
Honey Thakur
Programme Enabler · The Leadership Roundtable · The woman behind the room
Twenty years of experience driving transformation through stakeholder management, bringing change in policies, culture and people who did not report to her.
+ Ten years of coaching and mentoring Function Directors on conflict management, reporting, AI-enabled processes, career change and career growth.
What We Know
We port data, trends, knowledge, experience, tools, skills and roadmap.
Every engagement nourishes abilities through four enrichment methods — refreshed, gathered, convened and ported.
01 · Refreshed
The environment, as it stands this quarter
- Disruptions — supply chains, trade routes, AI in the operating model, capital, disclosure
- The openings each one creates, and who is positioned to take them
- Geo-economics — how policy in one market moves cost and demand in another
- Trade agreements, and what each changes for an Indian exporter
- Capital conditions — who is deploying here, on what terms, over what horizon
02 · Gathered
How decisions are actually made
- What boards test — whether you can explain why the numbers moved
- Where cases fail — the objection that kills a capital request, and the one that does not
- How stakeholders block — who says no, and who quietly prevents
- What ready looks like, itemised, at each of the three layers
- How reputations form — the small habits that build a ceiling
03 · Convened
What the room brings, and we do not own
- Careers across manufacturing, BFSI, pharmaceuticals, technology, infrastructure and logistics
- Problems already solved — someone has met yours, in another sector
- What actually happened next, rather than what a case study concluded
- The failures nobody publishes — bids lost, pivots abandoned, escalations that went badly
04 · Ported
What leaves the room with you
- Stakeholder maps, board paper structures and business case skeletons
- An escalation rule — what goes up, when, and in what form
- AI-assisted research into your own market
- Seventy-five documented queries, answered in full
Alone, Or In The Room
Same four things. Acquired in twenty years, or in six weeks.
Knowledge
alone — what you have read
refreshed for every cohort
Experience
alone — one career, yours
a room of careers, six sectors
Network
alone — inside your own firm
outside it, where trust is built
Standing
alone — granted, slowly
built on evidence you can point to
How We Work
A named method, named tools, and nothing shared outside the room.
Every engagement runs the same shape. You bring live material, the room works on it, and you leave with documents you can use on the Monday after.
The method
- Facilitated cohorts — where you examine your perspectives.
- Workshops — where you deliberate solutions.
- Outstation retreat — where you establish a change roadmap and practise the stakeholder communication to influence it.
- Documents you keep — AI-assisted research, and everything built during the programme.
The tools
- Stakeholder map — who approves, who funds, who resources, who delivers, and who can quietly stop it.
- Communication skeleton — a checklist for what to say, and the order to say it.
- Business case skeleton — commercial value, delivery model, service quality and validated risks.
- Organisation blueprint — the organisation as it works, not as it is drawn.
- Transformation roadmap — what changes, by when, and who must back it.
The confidentiality
- A written non-disclosure arrangement applicable to all.
- No two participants from the same company in one cohort.
- Videographed practice belongs to you.
- Even if an employer sponsors a seat, the content stays with you.
- The confidentiality agreement is settled in writing before the cohort begins.
Next step
See which engagement fits.
Two engagements, one layer of seniority in each. If a room is not right for where you are just now, we will say so.
Executive Roundtable · For Business and Finance Directors
Director of A Resilient Organisation
Sixteen Directors. Sixteen live businesses.
Not case-study lectures. Live execution on your own enterprise. Cohorts and workshops spread over nine weeks, so what you learn in the room is tested at work before the next one.
Invite-only executive peer cohort · nine weeks · 2 cohorts · 3 workshops · 3 auditions on camera · over sixty hours of joint work · Programme Schedule: December 2026 to March 2027
Weeks 1 & 2 · Cohorts
The shifts and the risks.
Weeks 3 to 5 · Workshops
The opportunities and the initiatives.
Weeks 7 to 9 · Auditions
The auditions that turn a roadmap into a mandate.
Programme Outline
Nine weeks, three sections: the shifts and the risks; the opportunities and the initiatives; the auditions that turn a roadmap into a mandate.
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Week 1Cohort
Macro Shifts and Micro Disruptions
- Demographics, competition, compliance and geo-economics: read as the shape of the next five years.
- Trace shifts to disruptions in your sector and market capitalisation, using the Common Brief and your enterprise.
- Begin the foundations of AI prompting as you explore these shifts: frame the task, supply context and structure the response.
Your outcomeFrom reading the news to reading the next five years.
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Week 2Cohort
Enterprise Impact and Risks
- Trace the impact of disruptions on your business model, operations and balance sheet.
- Work with your own numbers: EBITDA margin and working capital turnover first.
- Use AI prompting to organise this analysis and explore the financial implications.
- Your financials and business model in hand: a filled template as reference, a blank one with your name on it.
Your outcomeFrom a risk you can describe to a risk you can price.
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Weeks 3, 4 & 5Workshops
Opportunities to Initiatives
- Turn disruption-driven opportunities into business objectives and functional initiatives, each with a return-on-capital hurdle.
- Across three mornings, develop reusable AI workflows to compare options and shape initiatives for your organisation.
- Progress through the four prompting techniques towards enterprise-grade system prompts. Open your business model only when you choose.
Your outcomeFrom discussing opportunities to preparing a business case.
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Week 7Audition
Audition to Peers
- The camera records the first draft of your roadmap, presented to fifteen Directors who are its first stakeholders.
- Apply your AI workflows to stakeholder preparation: rehearse questions and refine your narrative before presenting.
- Use peer feedback to rebuild the roadmap and strengthen the argument you will take to the C-suite.
Your outcomeFrom camera shy to camera confident. From flat tone to modulated voice. From communicating numbers to convincing on transformations.
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Week 8Audition
Audition to C-Suite
- The camera records your second draft, presented to senior executives.
- Use AI to rehearse the CEO’s questions on results, the CFO’s on the balance sheet, and a peer’s objections.
- Then face those challenges in the room, explaining and defending your own judgement.
- The chairs turn: the same seniors conduct a simulated interview for the role your roadmap says you are ready for.
Your outcomeFrom a Director who runs a function to a candidate who can run the enterprise, with a vision for where to take it.
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Week 9Audition
Audition to External Stakeholders
- The camera records your final roadmap, presented to a banker, a private equity investor and a board chair.
- Use your reusable prompts to prepare for their different priorities: debt service coverage, returns and governance.
- Bring the analysis into the room, respond to their questions and state your ninety-day commitment out loud.
Your outcomePractise answering questions on debt cover, returns and governance. Leave with recorded evidence of your progress and a clear case for taking the organisation forward.
Recommendations
In their words
Attributed by role, sector and scale where participants prefer not to be named. Anonymity is theirs to choose; specificity is what makes a recommendation worth reading.
Four half-days and three days away did more for my strategy than two years of conferences. The cohort read my governance case the way a sceptical board would. The networking was the part I underestimated.
Week 1 was uncomfortable in the right way. Demographics, compliance, geo-economics — I had been treating all of it as background noise rather than as the shape of the next five years.
I came in thinking resilience was a balance-sheet question. Week 2 made it a business-model question. That shift changed what I put in front of my Board.
The workshops in weeks 3 to 5 forced me to connect disruption to opportunity rather than treating them as separate conversations.
Our board is family and two independents, and nobody teaches you how to write for that room. The cohort had someone who had been doing it for fifteen years.
Watching myself handle a hostile question on video was genuinely unpleasant, and I have not been the same in a review since. I would pay for that half hour on its own.
I sat on the retreat panel expecting to be a guest. I learned more about my own leadership bench in two days than in eighteen months of reviews.
Eighteen months on, four people from my cohort have taken my call about things I could not raise inside my own company. That is not what I signed up for, and it is what I value most.
Jatin Thakur
Programme Enabler and FacilitatorEnabled by someone who has carried a P&L, not studied one. Jatin maintains the protocol; Business and Finance Directors share the experience and do not give advice. My message: bring the decision you have not made yet.
Get in touch
WhatsApp 9999345967
jatin@ourcoach.in
ourcoach.in
Leadership Roundtable
Stakeholder
Stakeholder Misalignment Alignment
Peers, C-suite and Ecosystem · The Stakeholder Influence Method
Be the Director whose function is backed by peers, supported by the C-suite and known beyond the organisation for ethical influence, not authority and focused on shaping the career game.
Invite-only executive peer cohort · 1 roundtable · 2 full-day workshops · 3-day retreat.
Why spread over 5 weeks: because behaviour changes between sessions, not during them. You conclude the programme with analysis and behavioural transformations that directly impact your KRAs.
Sixteen right-fit Function Directors and VPs, in a closed room, working on Indian stakeholders — not imported case studies.
Participant Persona: a Director or VP with an enterprise-wide mandate and function-deep authority, aligning across functions to be noticed by the C-suite, the board and the market.
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Week 1Roundtable · 8 am – 12 pm
Reality Check
Personal alignment: map your organisation dynamics vis-à-vis your current status — behaviour, trust and values — to gain from an executive presence assessment from peers.
ToolsStakeholder Diversity Map
Influence–interest matrix
Decision Matrix
Structured Feedback
AI prompt library (1 of 4)Experience- See:Fifteen slips of paper with how the room saw you.
- Hear:Proposed initiatives communicated as solution, number and outcome — communication quality judged on cues (posture, movement and expressions) and oration (voice, pitch, pace and tempo).
- Do:From time to time, speak to the audience and camera to receive feedback on content, cues and voice.
- Feel:The gap between how you expected to be seen and how you were.
TransformationFrom being capable → being recognised as enterprise-ready
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Week 2Workshop · full day
Inside the Organisation
Organisation-level alignment: getting things done across functions through governance clarity and delegation of authority; thus increasing interdependence and collaboration.
ToolsStakeholder alignment matrix
Coalition roadmap
One page business plan
Communication roadmap
AI prompt library (2 of 4)Experience- See:Next month’s meeting, rehearsed this morning.
- Hear:Someone who has sat in your CEO’s chair explain why your proposal will be deferred — the functional complexity it ignored, the functional alignment it never showed.
- Do:Write the pre-wire plan and the one-page case — clarity + strategy + alignment and structure — then group rehearsals of the pitch.
- Feel:The meeting become agreement and cooperation rather than a debate.
TransformationFrom functional authority → enterprise-wide influence
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Week 3Workshop · full day
Beyond the Organisation
Professional alignment: managing diversity in external stakeholders, aligning your career to a shifting AI-enabled business environment.
ToolsVisibility audit
Role-redesign worksheet
AI prompt library (3 of 4)Experience- See:Your name searched in front of the room, and what the LinkedIn algorithm shows — your visual identity as the market sees it.
- Hear:The two who are known outside their organisations explain what they did differently, and which culture improvement initiatives gave them the platform.
- Do:Draft the first post as business storytelling; record a sixty-second video script on the teleprompter; redesign one role for the new workforce, for capability alignment.
- Feel:The net worth of your network.
TransformationFrom internal visibility → strategic market visibility
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Week 5Three-day retreat
Practice Practice
Create executive presence, high-stakes conversations, facilitated intense experience sharing, 90-day action planning — and the success of alignment measured at Day 90.
ToolsConversation simulator
Stakeholder influence roadmap
90-day commitment
Communication assessment form
AI prompt library (4 of 4)Experience- See:A senior executive across the table playing the peer who blocks you, on camera.
- Hear:The simplicity of the message, and the applause that follows.
- Do:Rehearse the conversation you have been avoiding (self rehearsals, guided rehearsals, then group rehearsals).
Cultivate gravitas. - Feel:Charisma isn’t a personality. It’s a formula — distinct signals, learned and rehearsed.
TransformationFrom presenting ideas → mobilising stakeholders
Recommendations
In their words
Attributed by role, sector and scale where participants prefer not to be named. Anonymity is theirs to choose; specificity is what makes a recommendation worth reading.
What I valued was the absence of a trainer. Jatin (Programme Enabler) holds the room, but the wisdom comes from the room. That is a very different experience for someone at this stage.
Half my effort had been going to people who already agreed with me. Honey (Programme Enabler) rebuilt my stakeholder map around who could actually block the work, then made me rewrite the case for each of them separately. Different room, different sentence.
Most programmes give you a framework. This one gave me eleven people who had already survived the professional circumstances I was walking into.
The practice sessions used my own agenda items, not case studies. So the improvement was not theoretical — the very next review meeting went differently.
I had spent two years avoiding a conversation with a business head. We rehearsed it at the retreat with someone playing him rather too well. I had the real one on the Tuesday.
Honey Thakur
Programme Enabler and FacilitatorProgramme Enabler — Honey Thakur.
She has carried mandates in corporate roles. Over 20 years, she has worked as Manager at Al-Futtaim and Dubai Medicity, Senior Manager at Emirates Airlines in Dubai, and in India as GM at Delhi International Airport and Director at Amadeus.
For the last ten years she has coached Function and Business Directors. Her ground: stakeholder alignment, organisation governance, and the first ninety days in a new role.
WhatsApp 9910905702
honey@ourcoach.in
ourcoach.in
01 · Documents
Guides and carousels
Carousel · 13 pages · The Executive Roundtable
The Director’s Atlas
From data to enterprise resilience. A guide for Business and Finance Directors on what the Cross-Market Outlook contains, how to use it, and why it is the starting point for the Director of A Resilient Organisation programme — 16 sectors, 20 decision dimensions, 10 markets, 17 worksheets.
The Director’s Atlas · Sector Outlooks
Sixteen sectors, ten pages each.
Market size, the primary economic engine and the boardroom focus for each sector — a starting point for roundtable conversations on growth, resilience and stakeholder alignment, for Business, Finance and Function Directors.
Visa Services
Debt Collection
Airline
IPC
Cosmetics
Pharma
Soft Beverage
Electric Scooters
Electric Cars
Retail Banking
Private Equity
Consulting
Luxury Hotels
Online Networking
PR Media & Communication
Organised Financial Exchange
02 · Videos
Sessions and conversations
Videos will be added here shortly.
03 · Workbooks
Session workbooks
The Executive Roundtable · Business and Finance Directors
Twenty workbooks, for Business and Finance Directors.
Each is ten pages: the frame, four worksheet steps, a worked example and a test. They open here in the browser. Nothing to download, no email required.
The Leadership Roundtable · Function Directors and VPs
Twenty workbooks, for Function Directors and VPs.
The same ten-page shape, applied to stakeholder influence rather than enterprise resilience.
Apply
Apply for the December 2026 cohort
Join a community of select directors and function heads. Leave your details — four minutes is all it takes — and we will be in touch within two working days to talk properly about where you are and whether this is the right thing for it. If it is not, we will say so.
Or contact us directly — hello@ourcoach.in · +91 99993 45967
Before you apply
The four that come up most.
How is this different from a business school programme?
Long-form business school programmes deliver technical curriculum over eight to ten months. This assumes the technical capability is present and works on whether it converts into influence. Some participants have done both.
Could anything said in the room get back to my organisation?
No. There is a non-disclosure arrangement covering everyone, no two participants from one company, and never a reporting line in the room. Nobody from your organisation is judging you, because nobody from your organisation is present.
I am not sure I have the time.
Two cohorts and three workshops across six weeks, plus the three-day retreat, built around a real job. The work between sessions is your existing work — the board paper you owe anyway.
Will my employer pay?
Frequently, yes. There is an editable internal business case on the Resources page to attach to an L&D request.