Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I’ve spent my career in private wealth and distribution, working with HNI and UHNI families, family offices, and corporates. Over time, I’ve advised across various asset classes, including public markets, private equity, credit, alternatives, and structured products, while consistently monitoring performance and risk. What excites me is combining the old-school trust of relationship-driven advisory with new-age solutions and digital platforms. That balance of tradition and innovation has shaped the way I work.

Q2. Which underpenetrated client segments or emerging product categories do you see as the biggest drivers of future market expansion?

Looking ahead, I see three underpenetrated client segments driving growth: next-gen family members, who are digital-first and seek curated private market access; NRIs, who are still underinvested in India but will benefit from stronger digital infrastructure; and SME founders/entrepreneurs, who will require liquidity and succession planning as they scale. On the product side, unlisted/pre-IPO opportunities, private credit, structured yield plays, and impact-focused strategies are expected to dominate demand.

Q3. Which digital tools or platforms are changing the way HNI/UHNI clients interact with advisors, and what trends do you see emerging in client engagement?

Digital tools have completely transformed the way clients interact with advisors. Today, clients expect seamless access, consolidated reporting, secure documentation, and real-time dashboards; however, they still rely on human judgment for the most critical decisions. That’s why the winning model is hybrid: tech for transparency and convenience, advisors for curation and trust. I also see deal-flow platforms for private equity and credit, as well as self-service dashboards, as key engagement tools in the years to come.

Q4. How do you see the private wealth and HNI/UHNI advisory market evolving in India over the next few years, both in terms of assets under management and client base?

The private wealth landscape in India is only going to expand. I expect AUM to continue compounding at double digits, fueled by new wealth creators and professionalized family offices. The advisory model will shift towards fee-based structures, heavier allocations to alternatives, and more bespoke solutions. Competition will intensify, and only those with scale, strong product sourcing, and robust compliance will stay ahead.

Q5. How do clients’ expectations around ESG, impact investing, or personalized advisory influence their purchasing decisions?

Clients’ expectations are also evolving. ESG and impact investing are no longer tick-boxes, especially for younger clients; they matter profoundly. But it’s not about labels; it’s about measurable outcomes. The real opportunity lies in marrying values with returns, creating portfolios that deliver performance while aligning with personal beliefs.

Q6. Are there emerging players or digital-first platforms that are reshaping client expectations or the competitive dynamics?

At the same time, digital-first players have raised the bar. Whether it’s fractional access to private credit, global investment opportunities on a tap, or slick reporting dashboards, clients now know what’s possible. Traditional firms will have to up their game; it’s no longer just about access, it’s about how seamlessly and transparently you deliver it.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

If I were evaluating companies in this space as an investor, I’d keep my questions straightforward but tough: How sticky are your client relationships? What’s your true differentiator: product, tech, or people? How do you manage conflicts of interest while aligning advice with outcomes? Are your unit economics sustainable once growth slows? And most importantly, can your tech and governance frameworks scale without compromising confidentiality and trust? Because in wealth management, once trust is broken, it’s tough to rebuild.