Building extraordinary
growth by unlocking the
power of brand assets.

India’s pioneering consulting firm dedicated to helping
organizations use brand as a strategic and financial asset.

24+

Years of Experience

275+

Engagements

28

Industries

$7.5B

Value Created

Use the brand as a strategic asset

Brands are among an organization’s most valuable assets. In today’s intangible-led economy where nearly 90% of S&P 500 value now comes from intangibles, they capture future potential more than past performance.

Unlike physical assets, brands signal trust, differentiation, resilience, and the likelihood of future earnings. They embody customer belief in what a company can deliver, making them forward-looking indicators of business momentum.

When managed strategically, brands become living assets that shape growth and unlock measurable value.

Our Philosophy

Operating Thesis

Every organization owns a brand but few use it to answer the questions that truly matter. We can change that. When used deliberately, the brand becomes the single most powerful lens for making high-stakes business decisions.

Team

A diverse team of strategists, finance experts, researchers, and transformation specialists

Advisory Board

Ravi Kant

Former MD and Chairman, TATA Motors

Jehangir Ardeshir

Former Global Head of Quality, TATA Group

Richard Rekhy

Chairman, Advisory Board Grant Thornton

Giri Balasubramaniam

CEO, GreyCaps

Core Team

Ramesh Jude Thomas (RJT)

Founder & CKO

Nappina - Executive Director - External Affairs

Nappina Sampath

Executive Director –
External Affairs

Narmadha Pitchu Kumar

Chief of Staff

Ravi Bhat

Director Client Success & Operations – Consulting Practice

Siddhartha Goutam

Principle Consultant – Consulting Practice

Rona Sara George

Senior Consultant – Consulting Practice

Jonhan Manoah

Senior Consultant – Consulting Practice

Avichal Singh

Senior Consultant – Consulting Practice

Chandan L

Associate – Consulting Practice

Supriya S. Devergudi

Legal Consultant – Consulting Practice

Sarvani Chavali

Junior Associate – Consulting Practice

Dev Thomas

Junior Associate – External Affairs

Mrunalini Nandaa Kumar

Business Development Manager- External Affairs

A. Isaac

Associate Director – External Affairs

Joshua Gerrard R

Administrative Manager – Admin

Shankar Mandal

Hospitality Executive – Admin

Offerings

Category Breakthrough

Analyse what aspects of the brand’s equity and distinctiveness can be used to out-run the category.

“How can we achieve or beat category growth?”

Thomas Cook India Ltd

“Can we better utilise our brand asset to unlock organic and inorganic growth?”


Challenge
Leadership wanted to understand the role the Thomas Cook brand played in driving its business after acquisition and licensing.

Solution
Conducted a segmented Brand Valuation to isolate the impact of the brand on business metrics (funnel, conversions, ticket size). Organized a two-part proprietary workshop to recast the business around the brand for disruptive value creation.

Outcome
Demonstrated that the Thomas Cook brand was the most significant asset for generating shareholder value, even in low-margin businesses like Forex and Corporate Travel. Achieved shared appreciation of the brand's value and its drivers among leadership. Generated new business ideas (holiday savings accounts, Travel Quest, innovation program league). Operationalized generated ideas into independent projects, each delivering additional value.
Download Caselet
BIAL

"How do we redefine the category in which the benchmark is against infrastructure players?"


Challenge
Initial brief to grow non-aeronautical revenue, evolved into a mandate to convert brand equity into business leadership, civic contribution, and global relevance.

Solution
Used the Gotham Convergence framework and Pygmalion Workshop to surface "Winning Traits." Helped define five transformation goals and articulate a clear growth ambition rooted in brand truths, market relevance, and competitive advantage. Translated these into a detailed 5-year Growth Blueprint with initiatives, KPIs, and execution timelines. Assisted in instituting a Centre of Governance (COG) to manage long-horizon opportunities. Launched the Accountability Project to foster cultural and structural shift.

Outcome
Reframed BIAL's identity from infrastructure company to world-class service organization. Instituted COG to identify, invest in, and steward long-horizon opportunities beyond quarterly performance. The Accountability Project led to empowered second-line leadership and decision-rights clarity. Transformation embedded into organizational muscle memory, redefining world-class airport operations in India.
Download Caselet
Duroflex

"How do we move from extracting value from supply side efficiencies to creating customer value and category leadership?"


Challenge
Duroflex needed to transition from a supply-side efficiency focus to customer value creation and establishing category leadership.

Solution
Conducted comprehensive brand and market analysis to identify opportunities for customer-centric value creation.

Outcome
Successfully repositioned the brand to focus on customer value delivery and achieved category leadership positioning. Download Caselet

Growth Compass

Use the brand’s meaning, trust, and latent stretch potential to identify growth spaces where the brand has social sanction to win.

“What more can we do to achieve extraordinary growth?”

Mother Dairy

"Can we grow into new categories while continuing to use the same mother brand which has a strong dairy connotation?"


Challenge
Sub-brands (Safal, Dhara) lacked a unifying purpose under the Mother Dairy parent brand. Key question: Could Mother Dairy serve as an umbrella brand for its sub-brands, bringing them together under a cohesive vision while preserving individual strengths?

Solution
Conducted a 360-degree brand discovery involving consumers, distributors, retailers, partners, employees, and leadership. Analyzed the interplay between parent and sub-brands to identify drivers positively influencing stakeholders. Leveraged insights during a leadership workshop to align on a singular brand idea and strategic priorities.

Outcome
Achieved unified brand positioning with larger vision: "nutritionist to the nation." Spurred innovations such as nutritional product variants, demographic-specific offerings, and improved packaging emphasizing health benefits. Launched new nutrition-focused ad campaign. Developed disruptive business plan aiming for 3x growth. Download Caselet
Titan Watches

"Why is the business stagnant despite having built a strong brand?"


Challenge
To quantify the influence of the brand on value creation. To isolate the drivers of brand value. To recast the organization and develop a disruptive new business plan.

Solution
Undertook a Brand Valuation to quantify brand influence and isolate drivers of brand value. Recasted the organization based on identified brand drivers ("Winning Traits"). Drew up a disruptive new business plan around brand drivers.

Outcome
Focused re-structuring contributed dramatically to operating profits. Recasted opportunity from manufacturer of timekeeping devices to "personal expressions of style," expanding playing field. Cemented place as credible designer and retailer of personal accessories, developing diverse portfolio (Jewellery, Watches, Accessories, Fragrances, Eye care, Clothing). Returned to being among India's most admired brands. Share price reached Rs. 188 (from Rs. 40) within a year, peaked at Rs. 1782 over 4-year period (4200% gain vs market 470%). Achieved 96% of revised 5-year plan, currently second most valuable TATA Group company.
Download Caselet
Nerolac

"Can we exceed the industry standards of productivity and growth?"


Challenge
Nerolac sought to exceed industry standards of productivity and growth.

Solution
Conducted brand and operational analysis to identify growth drivers and efficiency opportunities.

Outcome
Successfully exceeded industry benchmarks for productivity and achieved above-market growth rates.
Download Caselet

Decision Accelerator

Use the brand as a strategic filter to validate or reject growth hypotheses, ensuring decisions are brand-aligned, customer-meaningful, and financially sound.

“We have some ideas, should I pursue them, and if yes, how?”

Packfora

"Can you clarify our market potential to transition from a solution provider to a packaging innovator?"


Challenge
Sought to accelerate growth by uncovering its value proposition for clients, investors, and the global packaging ecosystem. Leadership wanted clarity on how to amplify relevance by articulating a cohesive narrative, understanding market potential, and building conviction around future value creation. Ambition to scale across geographies, offerings, and impact by building a business narrative attractive to clients, talent, and capital.

Solution
Conducted a 360° stakeholder discovery to uncover unique truths, opportunities, and perception gaps. Held a Pygmalion Workshop to define the company's future narrative, category ambition, and business architecture. Performed a business valuation exercise anchored in a narrative-backed DCF model.

Outcome
Enabled reframing of Packfora's market role from solution provider to thought leader in packaging innovation, positioning it to attract capital, talent, and Fortune 500 mandates. Brought clarity to market potential across six defined synergistic revenue engines (consulting, IP, digitisation, staffing, operating models, partnerships). Anchored bold 10-year aspiration: $15B in client value, 25% global market share, and 50% reduction in global packaging waste. Valuation projected $1.2B enterprise with 40% margins, IP-led disruption, and global reach.
Download Caselet
CUMI

"Will streamlining our brand architecture yield better value?"


Challenge
CUMI needed to evaluate whether streamlining their brand architecture would create better business value.

Solution
Conducted comprehensive brand architecture analysis and value assessment.

Outcome
Provided clear recommendations on brand portfolio optimization for enhanced value creation.
Download Caselet
JSL (Jindal Stainless)

"We believe we can do more in the Architecture, Building & Construction market. We are building capacity to address this market - can you help us create demand?"


Challenge
JSL was building capacity for the Architecture, Building & Construction market and needed help creating demand.

Solution
Developed comprehensive demand creation strategy aligned with capacity expansion plans.

Outcome
Successfully created market demand matching expanded capacity in ABC market.
Download Caselet

Measurement and Monetisation

Apply EQUiTOR’s valuation approach linking brand strength, economic contribution, competitive moats and future growth potential to arrive at defendable financial value.

“Can you put a financial value to the brand for licensing, or demonstrate the linkage between brand and business performance?”

Infosys (Finacle)

"Can we make the linkage between our marketing effort and brand value for board-level decision making?"


Challenge
Despite impressive growth (CAGR of nearly 35% over 5 years) and deployment in over 130 banks globally, Finacle contributed only 4% to Infosys' revenues. Management sought to secure future earnings of Finacle and increase its contribution to Infosys' revenues. Second engagement (2019): Wanted to implement a standardized evaluation framework to measure Finacle brand value biennially.

Solution
First engagement: Conducted exhaustive two-part exercise - international brand audit with key decision-makers in over 29 countries, and Brand Valuation focusing on understanding drivers of value for Finacle. Second engagement (2019): Developed and implemented standardized evaluation framework for biennial brand valuation.

Outcome
First engagement: Augmented Finacle's position as flag bearer of Infosys® product portfolio. Became critical contributor to Infosys' five-year business plan. Second engagement: Established structured approach for ongoing brand value measurement, provided valuable strategic guidance, created unified measure for evaluating efficacy of marketing and brand activities.
Download Caselet
Tata Sons

"Can we quantify the value accruing to the operating companies of the TATA Group?"


Challenge
To evaluate the contributions of the TATA corporate brand and subsidiary brands to enterprise value.

Solution
Undertook a landmark brand valuation exercise across 17 materially significant businesses. Isolated the absolute and relative impact of the TATA corporate brand. Identified key drivers of brand value: compassion, courage, and conscience.

Outcome
Provided benchmarks for evaluating ongoing brand-building initiatives. Highlighted the TATA brand's critical role as a value generator across the group. Helped align the TATA brand portfolio with global standards, positioning it among the world's most valuable brands. Results served as guiding principles for strategic transactions and organizational transformations. The TATA brand was recognized as the business's "soul keeper." Cemented the brand's stature as a multinational leader and reinforced its contribution to enterprise-wide success.
Download Caselet
Prestige Group

"Can our brand value be priced into the IPO listing price?"


Challenge
The Prestige Group had built a specific reputation for distinctive project execution, extending services from Construction into Turnkey Interiors and Property Management Services. With impending public listing, management questioned whether this implicit reputation provided additional financial value beyond what was captured in their Balance Sheet.

Solution
Conducted a valuation exercise to assess the financial impact of Prestige's reputation.

Outcome
Demonstrated that Prestige's reputation substantially influences enquiries, conversions, time for closure and unit sale price in all business units, thereby significantly reducing long term risk and creating shareholder value. Unambiguously assessed the brand's impact on establishing demand and achieving a premium. These findings were used as basis to determine a fair listing price. The fair value of the business was determined to be $1046 million with the brand representing 20% of the total value. The listing value was 5700 crores, in line with recommendations.
Download Caselet
Murugappa Group

"Can we quantify the value accruing to operating companies from the Murugappa corporate brand?"


Challenge
The group management needed to isolate the drivers of corporate reputation and their influence on value creation. Enable explicit capture and communication of the value accruing to operating companies from the Murugappa brand.

Solution
Isolated the areas of impact on value creation and the manner of impact. Converted this knowledge into contribution and risk to arrive at the NPV of value generated by the Murugappa corporate reputation (cumulative effect of consistent group-wide adherence to values). Documented the drivers of value and proposed a potential logic for an internal licensing & value governance framework.

Outcome
Quantified the financial value generated by the Murugappa corporate reputation. Provided a framework for internal licensing and value governance.
Download Caselet

*Client Names & Logos Disclaimer

EQUiTOR Value Advisory Consulting Pvt Ltd does not own the client names or logos displayed on this website. All client names and logos are the exclusive intellectual property of their respective companies.
These client names and logos are displayed solely to reflect professional engagements and consulting relationships that EQUiTOR has undertaken with these clients. Their appearance serves as portfolio references only. Descriptions of work performed are based on publicly available information or with client consent and do not disclose confidential project details.
Unless expressly stated otherwise, client names and logos do not imply:

  • Endorsement of EQUiTOR or our services
  • Current or ongoing business relationships
  • Affiliation, partnership, or sponsorship
  • Approval of website content or EQUiTOR methodologies
  • Client validation of specific results or claims

EQUiTOR uses client names and logos:

  • In accordance with each client’s brand guidelines (where provided)
  • Only for portfolio and reference purposes
  • With the knowledge and consent of the respective companies
  • Without modification to logos or misrepresentation of relationships

All client names and logos remain the property of their respective owners.
Contact: engagements@equitor.com

Interactive Tool

Brand Valuation Calculator

Get a preliminary estimate of your brand’s value based on key business and brand metrics

Coming Soon...

What Makes Us Different

Unlike general consulting or marketing firms, EQUiTOR sits at the intersection of
Brand Strategy × Business Strategy.

Strategic Finance for Intangibles

Deep Consumer & Market Truths

Organisational Alignment

Clients

We’ve been privileged to partner with leading organizations across 28 industries

*Client Names & Logos Disclaimer

EQUiTOR Value Advisory Consulting Pvt Ltd does not own the client names or logos displayed on this website. All client names and logos are the exclusive intellectual property of their respective companies.
These client names and logos are displayed solely to reflect professional engagements and consulting relationships that EQUiTOR has undertaken with these clients. Their appearance serves as portfolio references only. Descriptions of work performed are based on publicly available information or with client consent and do not disclose confidential project details.
Unless expressly stated otherwise, client names and logos do not imply:

  • Endorsement of EQUiTOR or our services
  • Current or ongoing business relationships
  • Affiliation, partnership, or sponsorship
  • Approval of website content or EQUiTOR methodologies
  • Client validation of specific results or claims

EQUiTOR uses client names and logos:

  • In accordance with each client’s brand guidelines (where provided)
  • Only for portfolio and reference purposes
  • With the knowledge and consent of the respective companies
  • Without modification to logos or misrepresentation of relationships

All client names and logos remain the property of their respective owners.
Contact: engagements@equitor.com

*Client Names & Logos Disclaimer

EQUiTOR Value Advisory Consulting Pvt Ltd does not own the client names or logos displayed on this website. All client names and logos are the exclusive intellectual property of their respective companies.
These client names and logos are displayed solely to reflect professional engagements and consulting relationships that EQUiTOR has undertaken with these clients. Their appearance serves as portfolio references only. Descriptions of work performed are based on publicly available information or with client consent and do not disclose confidential project details.
Unless expressly stated otherwise, client names and logos do not imply:

  • Endorsement of EQUiTOR or our services
  • Current or ongoing business relationships
  • Affiliation, partnership, or sponsorship
  • Approval of website content or EQUiTOR methodologies
  • Client validation of specific results or claims

EQUiTOR uses client names and logos:

  • In accordance with each client’s brand guidelines (where provided)
  • Only for portfolio and reference purposes
  • With the knowledge and consent of the respective companies
  • Without modification to logos or misrepresentation of relationships

All client names and logos remain the property of their respective owners.
Contact: engagements@equitor.com

Testimonials

Hear from our clients about their experience working with us

Thinking

Insights, perspectives, and thought leadership on brand strategy and business growth
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Let's Talk

Ready to unlock the power of your brand? Get in touch with us.