100-Day Strategic Plan for a PE-Backed NBFC

This reflects the type of challenge our consultants are built to solve, drawn from real industry experience. The incoming CEO had a problem he wasn't going to admit in his first board meeting: he didn't actually know what the business was. The loan book showed ₹140 Cr, but when he asked which segments were performing and which weren't, he got three different answers from three different spreadsheet systems. The LP board presentation was 90 days away. And the ₹500 Cr aspiration written into the deal documents had been put there during deal excitement, without any bottom-up analysis behind it.

The first three weeks were spent doing the work nobody had prioritised for two years: reconciling the three MIS systems into a single, honest view of the loan book by segment and vintage. What came out wasn't a uniform performing book, it was three strong segments and two that were quietly deteriorating. That reframing changed the entire conversation. Two growth scenarios were built in detail: a retail lending pivot and a supply chain finance expansion. The ₹500 Cr aspiration was replaced with ₹380 Cr, not conservatism, but assumptions the LP could interrogate rather than just accept.