Clear decisions for founders who are building for the long run.
With 16+ years of experience across global agencies and brands, I help founders solve business challenges, make better decisions and identify the right opportunities for sustainable growth.
Book a consultation →Founders at a turning point.
Growth has stalled
You're working harder than ever and the numbers aren't moving. I've hit that ceiling in my own companies, more than once.
A big bet is coming
A new product, city or channel, and real money going in. One prepared conversation before you commit is the cheapest insurance there is.
Profit isn't keeping up
Revenue grows, but the margin or the cash doesn't. I've lived that month, worrying about salaries while the P&L looked fine.
Sound familiar? Start with one session.
Book a consultation →Advice that's been paid for already.
Running today
A tech company, a food brand and a compliance business, each built from zero. My advice is tested on my own money first.
Across agencies and brands
I kept seeing the same gaps repeat: fragmented teams, disconnected channels and growth trapped in silos. It's why I advise on the whole business, not one department.
In media and performance marketing
Managed for some of India's biggest brands. I know what good execution costs, and what you should never pay for.
I don’t advise from the outside. I’m still in it.
If you need discounts to sell, you don't have a marketing problem. You have a positioning problem.
47% of small business owners say finding customers is their biggest challenge.
I spent years on the agency side managing over ₹1,200 Cr in budgets. I know how media plans are built, how agencies report success, and which metrics look good without meaning anything. Then I started spending my own money on marketing, and saw every one of those reports differently.Anjan
- If customers can't see why you're different, increasing your ad spend won't solve the problem.
- Strong marketing starts with clear positioning, the right audience and a message that gives people a reason to choose you.
- After 16+ years in marketing and working across ₹1,200 Cr+ in media budgets, I know the difference between spending more and marketing better.
When revenue is stuck, the answer is usually inside the business, not outside it.
Stuck at the same turnover? I took Lushful from zero to ₹2.5 Cr a year, mostly from existing customers.
Every business I've built has hit a ceiling. Each time, my instinct was to find new customers. Each time, the real growth came from something already there: a price we hadn't raised, customers we'd stopped looking after, an offer we hadn't packaged properly.Anjan
- New channels and markets are exciting, expensive and slow. The fastest revenue sits in your existing customers.
- We study who already buys from you, why they stay and why they leave.
- Then we pick one or two levers that can move revenue in two quarters, and drop everything else.
People don't leave companies that are clear. They leave companies that are confusing.
Half your team could be job hunting right now. Would you even know?
I've built teams in a tech company, a food brand and a compliance business. Different industries, very different people. The teams that stayed weren't the ones with the best perks. They were the ones where everyone knew what mattered, who decided what, and that salary would land on time.Anjan
- Perks and offsites matter less than clarity, fairness and salary landing on time.
- Every person gets a clear goal, and payroll and compliance get done right. I run a compliance business.
- We hire for the stage you're in, not the stage you hope to be in.
The most dangerous number in a growing business is profit.
Profitable on paper, short on salary day? That’s how 4 in 10 businesses quietly close.
I've had months running my own company where the P&L looked good and I was still working out how to pay salaries. That's not a mistake you read about. It's one you feel. And it taught me that growth without cash planning can kill a perfectly good business.Anjan
- A good CA keeps you compliant. Compliance looks backwards; a founder has to look forward.
- You get the view I use for my own companies: cash in, cash out, week by week, three months ahead.
- We work out the real margin on every product and client, so growth never surprises your bank balance.
Most businesses don't have a technology problem. They have a clarity problem with a technology budget.
7 out of 10 founders I meet are running on the wrong tech stack, and paying for it every month.
I've seen it from both sides. At Noboru, we build software for businesses. As a founder, I've bought software. The projects that failed were never short of code. They were short of a clear answer to one question: what exactly should this do for the business?Anjan
- “Digitise” is not a goal. A ₹20 lakh app on an unclear process only speeds up the confusion.
- First we map how an order, a lead or a rupee actually moves through your business. Then we build, buy or skip.
- I run a tech company, so I know what things should cost and how long they should take. You'll know when a vendor is overselling you.
The founder is usually the bottleneck, and usually the last person to see it.
If every decision waits for you, your team stops thinking. Only 23% of Indian employees truly care about their work.
For years every decision at my company came through me. I thought I was being careful. I was actually the reason things were slow. Running three businesses at once forced me to change, because there simply wasn't enough of me.Anjan
- “Delegate” fails without systems. You can't hand over what was never written down.
- We decide which calls only a founder should make, and write down the process for everything else.
- A weekly rhythm surfaces problems before they become fires. It's how I run three companies at once.
In a physical business, the real competition happens after the customer clicks “buy”.
Bestsellers out of stock, slow movers filling the godown. That’s where 18% of businesses start losing.
My marketing career taught me how to create demand. Lushful taught me the harder lesson: what happens when you can't fulfil it. Working with farmers and perishable produce, you learn quickly that margin is made or lost in the supply chain, and no campaign can fix a late or wrong delivery.Anjan
- Growth advice treats supply as someone else's problem. Every late delivery turns a new customer into a lost one.
- We look from the warehouse out, not the ad account in: what each order really costs to deliver.
- We find where a single failure would stop everything, and fix that before we turn up growth.
Being busy is not the same as being profitable, and growth often hides the difference.
A 1% price increase can lift profit by 8%. Still giving discounts?
Across agency life and my own companies, I've seen businesses double revenue and end up with the same profit, sometimes less. Usually it's not one big leak. It's twenty small ones nobody looked at because the top line kept growing.Anjan
- Margin problems are rarely in the cost line. They hide in pricing, client mix and discounts that became your real price.
- We read profit by product, client and channel, the way I review my own businesses.
- Saying no to the wrong revenue is usually the fastest way to grow profit.
A real decision
Founders, early-stage startups and people getting ready to start their own business.
A written next step
A prepared one-to-one session and a written next step you can act on immediately.
An operator’s read
An operator’s read on your business or idea: clarity today, better decisions tomorrow.
Results you can measure.
3
Profitable businesses built, with more ventures in progress.
10X
Sales grew 10× in five months while acquisition costs fell by 20%.
4
Contributed to building products used by Fortune 100 and Fortune 500 companies.
Simple, and personal.
- 01
You request a session
A short form about your business and the decision in front of you. Ten minutes, no deck needed.
- 02
I read it myself
Every request, no team in between. I reply within five working days.
- 03
We talk
A focused one-to-one session on the real problem. If I'm not the right person for it, I'll tell you that on the call.
- 04
You leave with a next step
A written, specific one. One session is often enough; if you want me at the table longer, we agree how.
Building something early and want a longer runway together?
Explore mentorship →Tell me what you’re deciding.
Share a little about where you are. I’ll come back with a time that works.
Whatever you call it.
Business consultant, business advisor, business mentor: founders have called me all three. The title never changes what happens in the room. You bring the decision that’s costing you sleep, and we settle it.
One month that looks like a growth consultant fixing a leaking funnel. Another, it’s a fractional CMO building your marketing engine, or a GTM strategist taking a product to its first hundred customers. The label follows the problem, never the other way around.
And for a few early startups I believe in, it goes deeper: a long-term seat at the table. That is the mentorship program.