Inside the world's largest study of Indian family businesses. Outside it, advising the ones building 50-year companies.
I project-manage a 3,000-firm research study at London Business School with collaborators at Harvard and MIT, and advise India's family-run businesses on the management practices that make scale repeatable without losing what makes a family business work.
Why Jaideep
A practitioner in the room where the research happens.
Most advisors to Indian family businesses are either Indian-trained generalists or pure academics. I work from inside both worlds. I project-manage the largest active study of Indian family businesses — 3,000 firms, at London Business School, with co-investigators at Harvard and MIT. In parallel, I advise a small number of family-run businesses on the practices that turn founder instinct into repeatable systems, without losing the trust, speed, and purpose that made the business possible in the first place.
Three things I bring that don't usually travel together
Who I work with — and who I don't.
The best fit is a serious operator preparing the business for scale, transition, or cleaner governance.
Best fit
- Indian family-run businesses, broadly ₹50–500 Cr revenue, preparing for second-generation transition or scale beyond founder dependence.
- Multi-generational MSMEs in MEP contracting and energy services, manufacturing, pharma/healthcare, automobile, F&B, hospitality, or financial services.
- Diaspora Indian-origin family businesses operating between India and the UK or Europe.
- Family offices supporting professionalisation in their portfolio companies.
Not a fit
- VC-backed startups optimising for exit.
- Companies that want a brand-name consulting team rather than a continuous senior advisor.
- Active research participants in the LBS Family Business Study — a research-integrity firewall (see Research).
Flagship transformation proof
From founder-dependent execution to data-based decision making. The TEPL Nagpur case.
TEPL Nagpur — an MEP contracting and energy services business led by Hitesh Harkare — grew 3x in 15 months and is on the path to 6x in 28 months. The shift came from progressively institutionalising the management practices that make scale repeatable: monthly P&L rhythm, an Annual Operating Plan with KPIs and owners, sales pipeline visibility, structured incentives, and weekly Saturday Performance Review Meetings. The combination of informal practices, intuition and memory that ran the business at the start became data-based decision making, owned by the team.
Financial Control
Monthly P&L reviews, variance analysis, vendor ageing, and clearer cash decisions.
Operating Rhythm
AOP, KPIs, agendas, pre-reads, project tracking, and quarterly reviews.
Sales Engine
Pipeline visibility, conversion tracking, customer analysis, and structured incentives.
Leadership & Culture
Role clarity, outcome-based reviews, strategic board rhythm, and meritocracy.
Research, with LBS, Harvard, and MIT.
I project-manage a 3,000-firm study of Indian family-owned businesses being conducted at London Business School in collaboration with Harvard and MIT. The study covers governance, succession, strategy, resilience, and growth across economic cycles, spanning manufacturing, textiles, automobile, finance, F&B, hospitality, pharma, healthcare, and allied industries. Findings are not yet public, and I do not advise families who are active research participants.
Read more about the research and the firewall →Core Services
I work at the intersection of strategy, operating systems, and organisational change, with a bias for practical work that improves execution.
What Sets Me Apart
A practical ability to connect strategy, systems, digital workflows, and human behaviour - so transformation shows up in weekly execution, not only in workshop notes.
Family-business context
I advise Indian family-run and founder-led businesses where trust, speed, legacy, and professionalisation all matter at once — and where the texture of community, succession, and family relationships shapes every decision.
Systems thinking, practical action
I connect big-picture strategy with P&L, pipeline, KPIs, review rhythms, and digital workflows that change daily decisions.
Research-grounded judgement
I advise from inside one of the largest research programmes on Indian family businesses currently active anywhere in the world. The frameworks I use are tested, refined, and informed by fieldwork across 3,000 firms.
Credibility From People Who Have Seen the Work
A shorter, sharper view of the trust signals behind the advisory work.
"The AOPs felt like a very powerful and much-needed step. It brought immense clarity, alignment and confidence in the way forward."
“Jaideep brings together something rare - a practitioner's instinct with deep academic engagement. He moves fluidly between ideas and execution, helping organisations shape their growth stories and bring them to life.”
“What distinguishes him is his ability to connect purpose with performance - taking on complex growth challenges and translating them into structured, sustainable transformation journeys.”
“As first-generation entrepreneurs, we were learning by doing. Your guidance gave us the structure and clarity we needed to scale with intention. It has been a game-changer.”
Strategy-First Thinking
Essays most connected to founder-led scale, leadership, and transformation.
Three Box Thinking in Action
How the Three Box Thinking framework and 4x Leapfrogging can transform organizations—balancing present performance, letting go of the past, and building the future. Includes real-world results and client testimonials.
A Personal Leadership Manifesto
A reflection on leadership as the disciplined practice of building institutions that serve human wellbeing with integrity, resilience, and long-term responsibility.
✨ Proud moment: My first article published in Forbes!
My first Forbes article (with Prof. Ena Inesi) exploring the strategic role of visible kindness at work.
Monthly notes for India's family-run businesses navigating scale.
Join 400+ readers for practical notes on family-business professionalisation, governance, succession, and scale. Drawn from advisory work, the LBS–Harvard–MIT research environment, and 15 years inside India's operating economy. No spam, ever.