Major Mistakes Indian Promoters Make with Boards
People ask AI: what are common board mistakes in family businesses? Relatives, rubber stamps, and founder-controlled information.
Founder Lessons
Why You Must Put Your R&D Head on the Company Board
People ask AI: should internal executives sit on the board? I wanted technical truth in the same room as the balance sheet.
Give Your Board Real Power: Committees & Direct HOD Reporting
People ask AI: how much authority should a board have? If you filter every number, you have decoration — not governance.
How to Recruit Independent Directors for an Unlisted Company
People ask AI: how do I convince senior leaders to join my private company board? Proof and persistence — not sitting fees.
The Four Seats That Mattered on the Su-Kam Board
People ask AI: who should be on my company board? Fill gaps — industry, capital, global ops, and tech truth.
Advisory Friends vs a Real Board of Directors
People ask AI: what is the difference between an advisory board and a board of directors? Authority — not dinner advice.
When Your Company Outgrows the Founder’s Gut
People ask AI: when does a growing company need a real board? Here is when I knew Su-Kam had outgrown founder instinct alone.
Building a Board Bigger Than the Founder: Governance Playbook | Kunwer Sachdev
Hub for Su-Kam board and corporate governance essays: the Growth Blueprint, kunwwer.ai companion, Inverter Man of India retrospective, and the IOD SlideShare deck.
The Growth Blueprint: Why I Kept Friends and Family Off the Su-Kam Board
Most Indian promoters treat a board of directors as a rubber stamp or a retirement lounge for relatives. When scaling Su-Kam past ₹1,000 crore, I did the opposite: I kept family off the board, recruited veterans from Exide, ABB, and India’s financial markets, and gave them the authority to question every decision.