Sage is a partner-led firm built for the inflection points — when the strategy decision, the capital decision and the operating decision all have to be made at the same time and made well.
Sage Advisory is backed by Senior Advisors, Industry Veterans and Senior Consultants with deep consulting and advisory experience — working personally on every engagement.
Founding partners and principals with direct P&L accountability at Wipro, Capgemini, L&T and Arthur D. Little — working on your problem personally, not delegating it.
Across JVs, market entry, strategic transactions and large programme bids — in technology, manufacturing, industrial and financial services sectors.
India-first practice with direct operating experience across the US, Southeast Asia and the Middle East — local market realities, not just frameworks.
Every engagement is structured around a clear decision or outcome — with recommendations built for action, not for a steering committee.
We work with promoters, boards, CEOs and institutional investors on the questions that can't be answered by another slide deck — market entries, margin recoveries, capital decisions and the operating choices that determine the next five years of a business.
Every engagement is led personally by one of the founding partners. Offices across Mumbai, New Delhi, Chennai and Bengaluru; active mandates across India, Southeast Asia, the UAE and the United Kingdom.
Revenue has tripled in five years but the operating model, the team, the customer mix and the capital structure are still the ones built for a much smaller business. The next stage requires a different shape and the leadership team knows it.
The domestic position is strong. The export ambition is genuine. What's missing is a sequenced plan — certification, customer development, pricing strategy and front-office investment — that turns ambition into a measurable revenue line.
Revenue is growing but EBITDA is not. Quarterly explanations are mostly true, but a series of explanations is a symptom. There is a structural problem underneath and it needs to be diagnosed and fixed within twelve months, not twenty-four.
The fundraise is six months away. The financial story, the segment-level economics and the operating narrative all need to be investor-grade before the first IC. The work the team needs done now is harder than the team has time to do.
We deliberately do four things very well, rather than thirty things competently. Each practice is led by a partner with deep operating and consulting experience in that domain.
Market entry, GTM design and growth roadmaps for businesses entering new geographies, channels or categories.
Investor-grade commercial diligence for strategic acquirers and growth investors. Sprints designed to land before IC.
Margin recovery, manufacturing productivity, ESG readiness and the 100-day plan that gets the business back on a credible trajectory.
Lean diagnostics, process redesign and automation to lift productivity and convert strategy into operating P&L impact.
Why the next decade of supply-chain realignment is India's to lose — and what it takes to capture more than tier-three demand.
Four practices, each led personally by a founding partner with deep operating experience. We help clients make sharper choices and move confidently from analysis to action.
Designing and executing revenue growth strategies. For businesses entering new geographies, new customer segments or new product categories — where the strategic intent is clear but the operating roadmap is not.
Identify and sequence high-value geography or segment opportunities aligned with business model and competitive advantage.
Evaluate adjacent opportunities and define a portfolio roadmap to capture emerging sector demand.
Sharpen competitive positioning, pricing architecture and channel strategy to accelerate revenue conversion.
Regulatory navigation, partnership development and export readiness — for sustained international presence.
Validating the commercial story before capital or strategic decisions. Built to land before the investment committee, with a defendable view on top-line risks and value creation.
Rigorously size the addressable market and stress-test growth assumptions that underpin the thesis.
Sustainable differentiation against key competitors — on pricing power, positioning and structural moats.
Customer concentration, channel mix, contract durability and pricing power — the true quality of the revenue base.
Identify the levers that close the gap between revenue growth and margin expansion — the post-deal plan.
Diagnosing margin gaps and restoring performance before problems become structural. For businesses where revenue is still growing but EBITDA is not.
Cost leakage, pricing weakness and structural inefficiencies that explain the gap between top-line growth and EBITDA.
Lean and automation opportunities across production, QA and delivery to restore sustainable margins.
Right-size, restructure and upskill the organisation for quality demands and export competitiveness.
Credible sustainability disclosures and governance frameworks to strengthen investor and partner confidence.
Selective hands-on support to move from analysis to action. Where we stay on, it is to take ownership of the workstreams that carry the most board-level risk.
One or two principals working alongside the CEO, COO or Head of Strategy on the highest-risk workstream.
Weekly governance, tracked milestone log, decision gates, RAID register and structured risk escalation.
Independent progress reporting written from the seat of the work — what is moving, what is stuck.
Active knowledge transfer to internal owners. Engagements end with us pushing the work back.
A focused, time-boxed strategic question.
Pre-IC stress test on a target opportunity.
Margin decomposition and 100-day plan.
Senior advisor embed alongside leadership.
Every Sage engagement, regardless of practice or duration, runs through the same five-stage sequence. The discipline is not in the steps. It is in refusing to skip any of them.
Two weeks of immersion. The real question underneath the brief — and the decision the leadership team is actually trying to make.
Where the business actually is — by segment, by customer, by operating reality. No theoretical frameworks, just first-principles analysis.
Two to three credible options, each costed, sequenced and stress-tested against capital, capability and timing.
A clear point of view, written for the board. What we would do, why, what could go wrong and how we would know.
Selectively. The execution workstreams where senior outside ownership materially changes the trajectory of the work.
| Stage | Typical outputs | Format |
|---|---|---|
| Clarify | Engagement charter · stakeholder map · success criteria | Memo |
| Diagnose | Segment-level economics · operating diagnostic · leak map | Analysis + Deck |
| Evaluate | 2–3 costed options · scenario models · trade-off matrix | Working session |
| Recommend | Board recommendation · 100-day plan · risk register | Board pack |
| Support | PMO cadence · governance reporting · capability handover | Ongoing |
Original research and operating perspective on the questions our clients are actually facing — written by the partners doing the work.
Why the next decade of supply-chain realignment is India's to lose — and what it takes to capture more than tier-three demand. A practitioner's view on the four moves that separate anchor geographies from cost alternatives.
Revenue is up. EBITDA is not. The six levers we see consistently working for mid-market manufacturers fighting zero-duty competition.
Seven preventable diligence findings we see repeated across mid-market businesses preparing for institutional capital.
The pattern we observe in Indian e-mobility and energy-storage JVs and the four design choices that determine whether year two delivers.
How Indian exporters are turning ESG readiness from an annual reporting overhead into a precondition for premium European OEM relationships.
A field-tested sequence of stabilization, margin actions and structural moves — distilled from our turnaround engagements.
A practical view on how Indian industrial and electronics businesses can use the UAE as a regulated launchpad for Middle East and European demand.
A small library of charts our partners build for client discussions. Each is the answer to a question a leadership team asked us in the last twelve months.
Every Sage engagement is led personally by a founding partner — from scoping conversation through to board presentation. No staffing pyramid. No associate-led delivery.
Twenty-seven years across enterprise technology, semiconductors and consulting. Director at Aheesa Digital Innovations; previously VP & Business Head at Wipro and senior strategy leader at Arthur D. Little.
Twenty-five years of C-suite leadership across IT services, BPO and intelligent automation. Former COO of Wipro India & SE Asia, responsible for a USD 300M+ portfolio; VP of Intelligent Automation at Capgemini.
Sage Advisory is backed by Senior Advisors, Industry Veterans and Senior Consultants with deep consulting and advisory experience — working personally on every engagement.
Indicative archetypes shown below. Specific individuals are named only on engagement, with the client's consent.
A senior practitioner with deep consulting and advisory experience — often a tier-one MBA with fifteen-plus years across strategy and operations. Brings the judgment to shape the engagement and the rigour to deliver it.
A senior partner with twenty-plus years of leadership in a specific sector — manufacturing, electronics, BFSI, pharma, energy. Brings operating instinct, customer relationships and the structural perspective that comes only from having actually run a business.
Five-to-ten years of consulting or industry experience, often from a Big-Four or strategy boutique background. Provides the analytical horsepower behind every engagement — primary research, financial modelling, structured synthesis and the working drafts behind every board presentation.
Most engagements begin with a short call directly with one of the founding partners. Tell us briefly about the situation; we'll come back within a working day with the right partner to take it forward.
A few details about the situation are enough. We don't need a brief.
Strategy & Growth · Commercial Diligence
Turnaround & Performance · Operations
Electronics · Semiconductors · Industrial
Engagement Delivery · Analytics