The portfolio question beyond each business plan
An enterprise can approve individually persuasive business plans without creating a coherent portfolio.
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Chief Strategy Officer Europe · Global perspective
Open to Board appointments · Advisory roles · Speaking invitations
- 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
The journal
Further reading.
- 02
Scenarios should reveal a decision
A set of future narratives is useful when it changes how a leadership team acts today.
- 03
Resource allocation is where strategy becomes visible
Priorities that do not change budgets, leadership attention or capability investment may remain statements of intent.
Beyond the page
The record behind the perspective.
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.
Continue the conversation
Ideas are tested in conversation.
For board, advisory and speaking invitations, and for readers who want to take an argument further.
- Board appointments
- Advisory roles
- Speaking invitations
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