Details anonymised at client request.
Business Situation
The company planned to enter India following growing demand for UPI-linked payment infrastructure and cross-border banking integrations. While the leadership team had validated the market opportunity internally, they lacked direct operating experience with Indian banking partnerships, regulatory processes, and local commercial onboarding realities.
What the Consultant Did
An independent strategy consultant evaluated three India market-entry approaches across a five-year horizon. The engagement included commercial modelling, regulatory risk assessment, banking partnership evaluation, and operating structure recommendations. Particular attention was given to partnership sequencing, regulatory dependencies, and the practical challenges foreign fintech companies face while building credibility with Indian banking institutions.
What Changed
The company selected a Banking-as-a-Service integration route as the preferred entry model and aligned around a phased India rollout strategy before beginning local expansion hiring.
Evidence, not adjectives.
The measurable changes recorded during or following the engagement.
₹3.8 Cr Year 1 India ARR achieved against a ₹3.4 Cr target
Banking partner signed two months ahead of plan
Three market-entry models evaluated with regulatory stress testing
