Before you pick a practice
Most people arrive here knowing something is wrong with how their market sees them, without knowing whether that is a positioning problem, a visibility problem or an execution problem. Those three need different work, different budgets and different people. Getting the diagnosis wrong is the most expensive mistake in this category, because a visibility programme pointed at an unclear position produces volume and no recall, and an execution retainer bolted onto a broken narrative just distributes the confusion faster.
Step one
Pick the closest. If two apply, the higher one on this list usually comes first in sequence.
I built the company. Outside it, nobody knows who I am.
A founder visibility gap. The business has substance the market cannot see, and every opportunity still starts with outbound.
For Founders
Founder Authority Programme →First ninety days
Our product is good. The market still does not understand why it should care.
A positioning problem wearing a marketing costume. More spend on the current message will make it worse, not better.
For Brands
Brand Strategy & Positioning →First ninety days
We need the right ambassador and we are guessing.
A talent selection and rights problem. Most Indian endorsement money is lost in usage terms, not in the fee.
For Brands
Talent & Ambassador Strategy →First ninety days
Something is going to break and we have no plan for it.
A preparedness gap. Crisis work bought in advance costs a fraction of crisis work bought at midnight.
For Enterprise
Crisis & Issues Management →First ninety days
We are listing, raising or being acquired.
A capital markets narrative problem with a regulatory boundary attached. The public record gets read in diligence.
For Enterprise
Capital Markets Communications →First ninety days
My name is the asset and nobody is managing it like one.
A commercial representation gap. Deals are arriving reactively and being priced on instinct.
For Talent
Entertainment Talent →First ninety days
We are entering India or the Gulf and our home market playbook is not landing.
A market entry problem. Usually pricing logic and partner selection, made before anyone tested the assumptions.
For Brands
India & UAE Market Entry →First ninety days
Step two
Almost every mandate reduces to one of these three. Buying the wrong one is the most expensive mistake in this category.
You cannot describe what you stand for in a sentence someone would repeat. Six people inside the company give six answers. Symptoms look like a marketing problem and are not.
Fix this first. Everything downstream is cheaper once it is settled.The position is clear internally and invisible externally. You are known to customers and unknown to the market that decides your hiring, capital and partnership options.
This is the most common state for founders past product market fit.Position and visibility are both fine. What is missing is a system that runs weekly without depending on anyone's motivation, and a conversion path from attention to pipeline.
The cheapest of the three to fix, and the most commonly bought first by mistake.Step three
A paid diagnostic where we audit what exists, interview your people, and come back with a written view of which of the three problems you have. Ends with a recommendation, which may be that you do not need us.
A defined piece of work with a fixed scope and a written definition of done. Positioning, a research report, a launch, a crisis readiness build.
The founder authority arc, or an equivalent brand or enterprise programme. Four phases, quarterly reviews, exit points between phases.
Ongoing reputation, media and issues work for organisations that need standing capacity rather than a project.
Worth saying plainly
We would rather lose a mandate in the first conversation than three months in. If any of these describe you, the honest answer is that your money is better spent elsewhere, and we will usually say where.
Step four
What you are trying to achieve, roughly when, and what you have already tried. Do not send confidential information through the form.
New business and talent mandates go to Shriya Mukherjee directly, not to a shared queue.
Spent on your problem, not on our credentials. No deck.
Which of the three problems you have, which practice owns it, and an indicative budget range. If we are not the right firm, we say so and point you somewhere better.
Frequently asked
Frequently, and it is often the right answer. A founder programme and a brand positioning project run well together because they share the same underlying position. What does not work is buying visibility from one practice while the positioning problem sits unaddressed in another.
No. Most relationships start with a paid diagnostic or a defined project. The twelve month programme exists because founder authority genuinely takes that long to compound, but nobody signs it before we have both seen how the work goes.
It depends on scope, market and speed, and you will get an indicative range in the first conversation rather than after three meetings. What we will not do is quote before understanding which of the three problems you have.
Usually not. Influence works on position and counsel; agencies execute channels. Where there is overlap we will say so in the first conversation rather than discovering it in month three.
Those are the two markets where the firm holds real depth. We take work elsewhere only where the mandate is genuinely served by that depth, and we say so when it is not.