Chief Strategy Officer India · Global perspective
Devika Kapoor
Making the choices that shape the next enterprise.
- Portfolio reshaped
- ₹6,200 Cr
- Exits, entries and partnerships
- New growth businesses
- 4
- Incubated to independent scale
- Strategic partnerships
- 15
- Across three continents
- Strategy horizon
- 2030
- Approved by the board, funded and tracked
Designed for consequence.
Strategy should make a consequential choice clearer. I examine assumptions, alternatives and capability demands, then help the organisation connect its chosen direction with capital, ownership and a disciplined plan to learn.
The evidence register
| Reference | Leadership work |
|---|---|
| 01 | Portfolio strategy ↗ |
| 02 | Strategic options ↗ |
| 03 | Strategy execution ↗ |
The leadership record
Trusted with consequential decisions.
In the boardroom
- Meridian ConsolidatedIndependent Director · 2022 — Present
- The Futures Policy InstituteFellow and Advisory Board Member · 2019 — Present
Recognition
- Strategy Leader of the YearCapital & Governance Quarterly · 2024
- Deal of the Year — PartnershipThe Corporate Development Awards · 2022
In conversation
- “Making the portfolio choices most boards postpone”Capital & Governance Quarterly · 2025
- “Scenarios the board can actually use”The Boardroom Review · 2024
- “Episode 115 — Strategy is a choice, not a deck”The Leadership Ledger podcast · 2023
Turned our strategy from an annual document into a set of decisions we actually made.
An invitation
The most consequential work begins with a conversation.
For board, advisory and leadership conversations where enterprise strategy matters.
- Board appointments
- Advisory roles
- Speaking invitations
office@devikakapoor.example