Executive development
Programmes built for the room they are taught in.
Twenty-five executive programmes. Fifteen hundred senior leaders: CEOs, CXOs, Directors General, scientists, policy economists and high-potential managers. Each one designed around the decisions that particular cohort is facing, and each one scored by the people in the chairs.

Measured, not asserted
What the people in the room said.
1,500+
Senior executives engaged
Across public and private sector organizations
25+
Executive programmes
Designed and delivered across industries
4.6/5
Average participant rating
None below 4/5 across 2025-26 sessions
24+
Organizations served
Energy, government, banking and industry
Four ways in
Not a catalogue. A brief.
Every one of these started as a conversation about a business problem, not a request for a training module.
Leadership development programme
“Our next tier of leaders is not ready for the jobs above them.”
A multi-day programme for one leadership tier, built around the decisions that tier is about to inherit. Cohorts have run from thirteen people to a hundred and fifty.

In-company workshop
“One thing is going wrong and everyone knows what it is.”
A focused intervention on a single problem: conflict, difficult conversations, emotional intelligence, negotiation. Two days, one room, one subject.

Public-sector and policy leadership
“Our officers are excellent technically and untrained as leaders.”
Programmes for government cadres, where the constraint is rarely capability and usually the machinery those leaders operate inside.

Women’s leadership
“We keep losing women between middle and senior management.”
Advanced modules on strategic negotiation, conflict management and growth mindset, informed by his own published research on the barriers to women’s careers in India.

Organizations I have taught, advised and built programmes for

41 senior executives

Consulting client

Executive learning

28 senior leaders

13 senior executives

Business Excellence Programme

Senior Leaders Programme

Leadership development

Leadership development

Leadership development

Leadership development

Emotional intelligence

Mid-career programme

20 institution heads

Leadership development

Next Gen Finance Leader

Executive learning

Consulting client

Consulting client

Performance audit
Delivered
Every cohort, with the score it gave.
Participant ratings are each programme’s own end-of-session feedback. Cohort sizes and seniority are as recorded in the programme documentation.
Corporate
01
Leading for Growth & Excellence (LEDP)
Muthoot FinCorp · CEO, CTO, CBO and six other CXOs · 18–22 years’ experience
02
Senior Leadership Programme
TVS Mobility · a CFO and leaders across EV, sales and service · approximately 45+ average age
03
Conflict Resolution & Team Building
Petronet LNG
04
Business Excellence Programme
South Indian Bank
Government and public sector
05
MDP for Heads of Institutions
Ministry of AYUSH, Government of India · Advisers, Directors and Directors General · 25–30+ years’ experience
06
Emotional Intelligence
National Informatics Centre, Government of India · Scientist-F and Scientist-G officers
07
Mid-Career Training Programme
Indian Economic Service, Government of India · approximately 45–48 average age · 18–30+ years’ experience
08
Senior Leaders Programme
ONGC
09
Next Gen Finance Leader: Ideas, Influence and Impact
Institute of Chartered Accountants of India
10
Data Analytics Programme
ONGC executives
11
Thejaswini Women’s Leadership Programme
Bank of India · January 2026
12
Women Managers Programme
Department of Public Enterprises, Government of India · September 2025
Business school
13
CEO Programme, batches 02–04 (HRM)
IIM Kozhikode · CEOs, CXOs and senior business heads · 22 years’ average experience
14
EPGP: Performance & Talent Management
IIM Kozhikode · experienced executive participants
15
Women Leadership Programme (WLP)
IIM Kozhikode · high-potential and senior women leaders · 12–15 years’ experience
16
Enhancing Teaching: Learning Through Innovative Pedagogies and Engaging Classrooms
IIM Kozhikode · 14–18 January 2026 · faculty cohort

17
Human Resource Strategy
ASMP and the Certificate in Advanced Strategic Management
18
Leadership Lab
SPJIMR · mid-career and senior professionals
Method
The design work happens before the room does.
Four decisions keep the programme tied to the sponsor’s problem and the cohort’s level.
Diagnose
Find the actual constraint.
Interviews with the sponsor and a sample of the cohort before anything is written, because the brief and the problem are rarely the same document.
Design
Build for the decisions ahead.
Sessions built around the decisions that cohort actually faces. The CEO Programme ran on judgment and trade-offs rather than frameworks, because CEOs already have the frameworks.
Deliver
Work at the seniority of the room.
Facilitation at the seniority of the room. A CFO, a Director General and a Scientist-G will not sit through material written for a general audience.
Embed
Leave something the organization can keep.
What the organization keeps afterwards: the policy, the performance system, the manager who can now run it themselves.
Subjects
Four groups. Fourteen subjects.
Grouped by the problem they answer. Open any group to see the subjects and where they have been used.
Leadership and judgment
Leadership development and executive effectiveness · executive communication and influence · conflict resolution and difficult conversations · leadership coaching and talent development. These subjects have been taught to CEOs, CXOs, public-sector leaders and high-potential managers.
Strategy and the HR system
Strategic HRM · organizational change and transformation · business excellence and performance management · strategic sales and business leadership. The work ranges from CEO programmes to Business Excellence for South Indian Bank and Human Resource Strategy in advanced management programmes.
AI and the future of work
Human-AI collaboration and the future of work · healthcare management and AI applications. The material draws on published work on AI, employee privacy and trust, and on executive masterclasses in AI and talent acquisition.
Who is in the room
Public-sector leadership and governance · women’s leadership and career advancement · organizational behavior and people management · innovative pedagogies and faculty development. Cohorts include government officers, women leaders, experienced managers and faculty members.
In their words
Written after the programme ended.
Accounts from the people in the room, each tied to the programme or classroom where the work happened.
Why the material holds
Taught from research, not from slides bought in.
Ten peer-reviewed papers, five in ABDC-A journals, and a teaching case other business schools teach from. The programmes draw on all of it.
Fairness, well-being and what it costs
Published work on unfairness, loneliness and knowledge hiding: the material behind the conflict and difficult-conversations modules.
AI at work, and where trust breaks
Watch out, you are live! in Communications of the AIS, plus four Academy of Management papers on AI and employee privacy.
A case other schools teach from
AMRG & Associates: Crafting Professionalization Through HR Transformation, first-authored, in the Journal of Organizational Behavior Education.
Next step
Start with the problem, not the curriculum.
Tell me what the cohort is facing and who is in it. The programme design follows from that.