The conversations I welcome, and those I must decline

Most useful conversations I have had about boards began with a particular company rather than a general enquiry. If you chair or advise a nomination committee, and your company is extending a network of schools, service outlets, warehouses or plants into smaller Indian cities, I would like to hear what the board is trying to decide and where its Risk Management Committee needs strengthening. It saves time if your first note names the committees, the meeting rhythm and any dealings the company has with hospitals, laboratories, health insurers or Kesarvan's founder's family, since those decide whether I could serve at all.

I am happy to talk with hospital founders and fellow strategists about recruiting specialists outside the metros, acquisition diligence or running scheme pathways, and to address audiences interested in healthcare beyond the large cities. Kesarvan's pending transactions, its results before publication, and requests to invest in or sell to the company sit outside what I can discuss. I am not considering executive roles. I answer every relevant message myself, normally within seven days.