Enrollment for Next Cohort — October 2026 · 16 seats
Function directors in 2026-India face a critical choice: master organisational alignment, create a resilient organisation — or lose relevance.
The Program Enabler ensures that decades of experience get communicated across the room. Participants maintain a polite candour to hear, analyse, evaluate and share perspectives.
Paradigm shifts for Directors in India.
2026 to 2031
India’s defence, microchip and industrial exports are poised to bring significant capital. In future, capital will chase governance; cost squeeze will be driven by Global HQ and local competition; regulators will deep-dive into disclosures; Boards will value FX governance and hedging strategy; expressways and freight corridors will transform industrial export.
Hereon
A Director’s experience must keep pace with AI in the operating model, a very different work culture of incoming talent, selling to the world, and supply chains redrawn.
The role of a Director now is that of an “Enterprise Architect”. It requires native fluency in Indian market complexities and global standards to anticipate disruption, eliminate organisational drag, and accelerate strategic momentum with absolute coherence.
Directors own three things simultaneously. The first is functional excellence — the mandate that earned the seat.
The second is stakeholder alignment — across peers, the C-suite, the Board and the professional ecosystem.
The third is enterprise resilience — an organisation that absorbs the shock and funds the pivot.
Directors who plateau in their development soon become irrelevant. Directors who concentrate the experience of others become custodians of the company’s balance sheet — the C-Suite and Board Members.
New age directors can only evolve in rooms full of peers navigating the same complexity, such that they move into CFO, CEO and board roles. This is not possible in classrooms.
We at Our Coach help directors build a network that lasts — where they value others and get valued, and where foresight, interpretations and decisions get tested through the experience of fellow participants.
A collective experience of over 200 years in a room.
Practice your stakeholder pitch in front of the camera — and hear how the room receives it.
“Real leadership evolution isn’t about doing more — it’s about thinking at a higher resolution.”
How the organisation and the market see you.
01
From being capable to being universally recognised as enterprise-ready.
02
From directing teams to mobilising stakeholders across the organisation.
03
From internal visibility to strategic market authority.
04
From proposing initiatives to driving coalition-backed action.
05
From maintaining performance to signalling readiness for enterprise-level rewards.
How you read the landscape and set the course.
06
From consuming the news to forecasting the next 5-year landscape.
07
From plateaued performance to growth-defining partnerships.
08
From identifying potential risks to accurately pricing strategic risk.
09
From passive presence to high-impact executive influence.
10
From keeping the lights on to setting the course.
Invite-only executive peer cohorts. Seats at the table are capped at sixteen, and no two come from the same company. The wisdom across the roundtable is the consolidated professional experience of fellow peers, not a facilitator’s slides. Session workbooks carry your own numbers, not a template’s. Programmes are structured to allow each participant to contemplate their work, their work environment, and their company’s strategy, operations and finances.
The Executive Roundtable · Business & Finance Directors
Programme Enabler: Jatin Thakur
Be the Director who grows the enterprise through disruptions by encashing the opportunities they create — shaping the function with vision and humility. No hypothetical project: each participant works on the case of their own organisation, in a room built on honest contribution, not advice — supported by AI-led research and a collective overview of every participant’s business.
16seats · invite-only executive peer cohort of 6 weeks · 2 cohorts · 3 workshops · 3-day outstation retreat. Next cohort — Opening Session, October 2026.
Programme detailThe Leadership Roundtable · Function Directors and VPs
Peers, C-suite and Ecosystem · The Stakeholder Influence Method · Programme Enabler: Honey Thakur
Be the Director whose function is backed by peers, supported by the C-suite and known beyond the organisation for ethical influence, not authority — shaping the function with vision and humility. For a Director or VP with an enterprise-wide mandate and function-deep authority, working to be noticed by the C-suite, the board and the market. Sixteen right-fit peers working on Indian stakeholders — not imported case studies.
16seats · invite-only executive peer cohort · 1 roundtable · 2 full-day workshops · 3-day retreat — spread over 5 weeks, because behaviour changes between sessions, not during them.
Programme detail
Week 1 was uncomfortable in the right way. Demographics, compliance, geo-economics — I had been treating all of it as background noise rather than as the shape of the next five years.
What I valued was the absence of a trainer. Jatin (Programme Enabler) holds the room, but the wisdom comes from the sixteen of us. That is a very different experience for someone at this stage.
Half my effort had been going to people who already agreed with me. Honey (Program Enabler) rebuilt my stakeholder map around who could actually block the work, then made me rewrite the case for each of them separately. Different room, different sentence.
75 queries raised before committing — on content, credentials, utilisation, facilitation, benefits and career. Filter by your own seat, or read the lot.
Asked by a Business Director
It is built for enterprise-level thinking, not technical accounting. The focus is how disruptions and opportunities move through the business as a whole — which is where a Business Director’s perspective matters most.
Asked by a Business Director
Every session ends in an output — a roadmap milestone, a communication brief, a rebuilt case. By the retreat you are refining something real rather than discussing concepts.
Asked by a Business Director
It runs through the whole programme rather than sitting in one session. AI is already in the operating model, the cost base and the board pack, so it appears wherever those appear.
Asked by a Finance Director
The frameworks are scaffolding, not content. You work on your own numbers throughout, and the output is a resilience roadmap for your organisation.
Asked by a Finance Director
Each cohort’s material is refreshed with current data, so the disruptions and opportunities discussed reflect the environment at the time you attend, not a fixed deck.
Asked by a Finance Director
The disruptions and opportunities are grounded in Indian conditions — policy, trade agreements, domestic credit. The underlying resilience principles carry over to global contexts.
Asked by a Function Director
The Leadership Roundtable is about influence, not any single discipline. Participants come from HR, IT, legal, supply chain, marketing and operations, and the stakeholder problem is identical across all of them.
Asked by a Function Director
Communication is the visible part. The work underneath is deciding what to say, to whom and in what order — which is judgement, and that is what the room tests.
Asked by a Business Director
A stated objective, a participant’s live problem put in front of the room, structured challenge against it, then a written output before anyone leaves. No lecture, no slides to sit through.
Asked by a Function Director
Yours. Case studies about other companies let everyone stay comfortable, which is exactly what the format is designed to prevent.
Asked by a Business Director
The design draws on practitioner input across finance, operations and general management rather than resting on any one person’s credentials. The credibility comes from the calibre of the room and what it produces.
Asked by a Business Director
Yes, subject to their availability and confidentiality preferences. We would rather you spoke to someone than took our word for it.
Asked by a Business Director
Both enablers have carried operating accountability across India and the Middle East. A facilitator who has never made the call is offering theory, and this audience detects that in the first session.
Asked by a Finance Director
Two programme enablers, plus an advisory panel of practising directors and senior operators who sit on the retreat panel. The room itself carries most of the expertise.
Asked by a Finance Director
The frameworks draw on published research into leadership readiness, succession and governance rather than being a purely proprietary construct. We are happy to share the underlying sources.
Asked by a Function Director
Cohorts never mix layers. Everyone in your room holds a comparable mandate, and nobody sits in a room where they are outranked or where their own reporting line is present.
Asked by a Function Director
Cohort composition is curated for functional spread. You will not be the only HR or IT or supply chain person, and you will not be in a room of only your own discipline either — that is the point.
Asked by a Function Director
Yes, alongside operating experience. Certification shows the frameworks and ethics have been studied; the operating years are what let someone hold a room of directors. Neither alone is sufficient.
Asked by a Finance Director
Yes, in full, along with the session objectives and the outputs due from each. We would rather you judged it than took a description on trust.
Asked by a Function Director
You are told the composition before applications close, and you can decline a cohort on those grounds. We would rather lose the seat than put you in an impossible room.
Asked by a Business Director
Yes. Because it is built around enterprise resilience rather than one function’s priorities, it gives you a shared basis to align finance, operations and commercial teams around the same milestones.
Asked by a Business Director
There is a dedicated one-to-one session focused on your own organisation’s business model, risk matrix and commercial policies, alongside the group work.
Asked by a Finance Director
The roadmap is built with milestones and timelines in the format your board expects, so it converts directly into the plan you are already tracked against rather than sitting alongside it.
Asked by a Finance Director
The case has already been pressure-tested against peer challenge before it reaches your board, which meaningfully improves the odds of first-pass approval.
Asked by a Finance Director
Beyond the scheduled sessions, allow two to three hours a fortnight for your own material. Participants who skip that get less out of the room, and the room notices.
Asked by a Function Director
That is the whole premise of the Leadership Roundtable — stakeholder mapping, sequencing, and making the case to people under no obligation to agree with you.
Asked by a Function Director
You will map why, which is often not what people assume, and rehearse the conversation in front of peers who have faced the same. Several participants have the real conversation the week after.
Asked by a Business Director
That is what the confidentiality architecture exists for. Participants routinely bring live capital decisions and unannounced restructures. If a matter is price-sensitive or legally restricted, bring the shape of it rather than the specifics.
Asked by a Function Director
It usually does, and that is not a failure. The stakeholder map you build applies to whatever replaces it — the method survives the problem.
Asked by a Business Director
Each session has a defined objective and protocol, but the format is participative by design. Deliberation happens inside a structure rather than as unstructured conversation.
Asked by a Business Director
Facilitation is designed to manage dynamics actively as they arise, and feedback during the programme can change how sessions are run. It is raised more often than people expect, and handled directly.
Asked by a Business Director
Expected to contribute. The wisdom in the room is the curriculum; the enabler holds the structure and the protocol. Participants who arrive expecting to be taught find the first session uncomfortable.
Asked by a Finance Director
Present throughout the working sessions, so the roadmap and communication work stays on track across both days.
Asked by a Finance Director
Ground rules are set in the first session and a non-disclosure arrangement covers every participant, the enablers and the advisory panel. Videographed practice belongs to the participant alone.
Asked by a Function Director
No. No two participants from the same company in one cohort, and no reporting line inside the room. People speak differently when their boss is not present.
Asked by a Function Director
Themes and direction only — never the content of what you said. The reporting agreement is set in writing before the cohort begins, so nobody is guessing later.
Asked by a Function Director
The participants. The enabler sets the protocol, keeps the challenge constructive and stops the room from drifting into advice-giving, which is the most common failure mode.
Asked by a Finance Director
The protocol allocates time deliberately rather than letting the loudest voice set the pace. It is the single most common thing facilitation has to manage, and it is managed openly.
Asked by a Business Director
A documented, peer-tested piece of enterprise-level work. That is a different thing from asserting you think at that level.
Asked by a Business Director
Both, and in that order. You leave with a working roadmap you can apply immediately, alongside the credibility of having built it under scrutiny.
Asked by a Finance Director
A resilience playbook, a board-ready roadmap with milestones, and a stakeholder communication brief — all built during the programme rather than left as homework.
Asked by a Finance Director
A consultant hands you a deliverable and leaves with the capability. Here the capability stays with you, which matters when the same problem returns in a different shape.
Asked by a Finance Director
The clearest quantifiable value is the completed roadmap and communication work, which would otherwise require external consulting. The peer network and tested credibility are real but harder to price.
Asked by a Function Director
Usually within the first two sessions. It almost always turns out to be a communication pattern rather than a thinking one — hedging where a position was needed, options where a recommendation was expected.
Asked by a Function Director
Yes. Most participants are not job-hunting. They want the work itself to go better and the room above to be easier to move.
Asked by a Business Director
Then the fit was wrong, and we would rather know why. Talk to us early rather than at the end — in most cases what is missing is a live problem worth the room’s time.
Asked by a Function Director
The cohort continues informally, and alumni are invited back to retreat panels. There is no paid continuation programme, deliberately.
Asked by a Business Director
The roadmap is usable in your current role immediately. The peer network and tested credibility compound over a longer horizon. Both timelines are real.
Asked by a Business Director
Some participants do conclude the constraint is the organisation rather than themselves. That is a useful answer, arrived at faster and with better evidence than years of guessing.
Asked by a Finance Director
Senior professionals across every field use peer calibration precisely because internal validation has limits. Attending signals rigour about resilience planning, not a gap in competence.
Asked by a Finance Director
Usually the ability to account for why the numbers moved, rather than report that they did. It is the test boards apply, and almost nobody is told it is being applied.
Asked by a Function Director
Mentors give advice; sponsors give access. Peers across other sectors, plus the advisory panel, are a different kind of network — and trust of that sort is built outside your own organisation.
Asked by a Function Director
Rarely delivery. Usually a perception formed from small habits repeated in every interaction. The room will name them, which is uncomfortable and is the point.
Asked by a Function Director
Indirectly. What travels is a documented piece of enterprise work and a network across other sectors, both visible outside your own company.
Asked by a Function Director
If they are sponsoring you, yes, and agree in advance what they should expect to see change. If you are paying yourself, that is your decision entirely.
Ask it and we will answer it properly — and it will probably end up on this page.
Two programme enablers who have carried operating accountability, and an advisory panel of practising directors who sit on the retreat panel.
Programme Enabler · The Executive Roundtable
Twenty-five years of engagement with seasoned Directors and C-suite professionals, now paired with advanced AI research capability.
Experience includes market analysis across twenty-two countries, business analysis of joint ventures, multi-faceted risk assessment while bidding for PPP contracts in the Middle East, management consulting, and executive mentorship in the Middle East and India.
Programme Enabler · The Leadership Roundtable · The woman behind the room
Twenty years of experience driving transformation through stakeholder management, bringing change in policies, culture and people who did not report to her.
+ Ten years of coaching and mentoring Function Directors on conflict management, reporting, AI-enabled processes, career change and career growth.
Every engagement nourishes abilities through four enrichment methods — refreshed, gathered, convened and ported.
01 · Refreshed
02 · Gathered
03 · Convened
04 · Ported
Knowledge
alone — what you have read
refreshed for every cohort
Experience
alone — one career, yours
a room of careers, six sectors
Network
alone — inside your own firm
outside it, where trust is built
Standing
alone — granted, slowly
built on evidence you can point to
Every engagement runs the same shape. You bring live material, the room works on it, and you leave with documents you can use on the Monday after.
The method
The tools
The confidentiality
Two engagements, one layer of seniority in each. If a room is not right for where you are just now, we will say so.
Embedding Resilience Into the Organisation · Building the Business of the Future
Be the Director who grows the enterprise through disruptions by encashing the opportunities they create.
Invite-only executive peer cohort · 2 half-day cohorts · 3 workshops · 3-day outstation retreat · six weeks · First cohort: Opening Session, October 2026
A safe space where sixteen share experiences rather than give advice. A Business Director sees the market move. A Finance Director can price it. This room has both.
No capstone project. The capstone is your organisation’s business, however complex — examined against AI-driven researched business decks, with the numbers shared as analytics, playbook and workbook.
Demographics, competition, compliance, geo-economics — read as the shape of the next five years, and of your market capitalisation.
AI-driven researched business deck
Analytics on the five forces
Playbook
Disruption Exposure workbook
AI prompt library
From hindsight to foresight
The impact of those disruptions on your business model and operations, on your own numbers — EBITDA margin and working capital turnover first.
Disruption-to-P&L map
Financial Resilience Scorecard
AI prompt library
From a described risk to a quantified one
Business strategy under pressure: the opportunities disruption creates, the pivots that reach them, the quick decisions they demand — and the return on capital employed each must clear.
Scenario stress-tests
Opportunity Matrix
Pivot Options
prompt-engineering skills
AI prompt library
From coping with disruption to profiting from it
A financial solution and a transformation roadmap, tested against the room and taken home — with the debt service coverage ratio your lender will ask for.
Resilience Roadmap
financial solution on your balance sheet
board rehearsal
90-day commitment
AI prompt library
From confidence to conviction
On camera by day — the roadmap presented to a table playing your board, lender and buyer. Off duty by evening.
Each is ten pages: the frame, four worksheet steps, a worked example and a test. They open here in the browser. Nothing to download, no email required.
Attributed by role, sector and scale where participants prefer not to be named. Anonymity is theirs to choose; specificity is what makes a recommendation worth reading.
Four half-days and three days away did more for my strategy than two years of conferences. The cohort read my governance case the way a sceptical board would. The networking was the part I underestimated.
Week 1 was uncomfortable in the right way. Demographics, compliance, geo-economics — I had been treating all of it as background noise rather than as the shape of the next five years.
I came in thinking resilience was a balance-sheet question. Week 2 made it a business-model question. That shift changed what I put in front of my Board.
The workshops in weeks 3 to 5 forced me to connect disruption to opportunity rather than treating them as separate conversations.
Our board is family and two independents, and nobody teaches you how to write for that room. The cohort had someone who had been doing it for fifteen years.
Watching myself handle a hostile question on video was genuinely unpleasant, and I have not been the same in a review since. I would pay for that half hour on its own.
I sat on the retreat panel expecting to be a guest. I learned more about my own leadership bench in two days than in eighteen months of reviews.
Eighteen months on, four people from my cohort have taken my call about things I could not raise inside my own company. That is not what I signed up for, and it is what I value most.
Enabled by someone who has carried a P&L, not studied one. Jatin maintains the protocol; Business and Finance Directors share the experience and do not give advice. My message: bring the decision you have not made yet.
WhatsApp 9999345967
jatin@ourcoach.in
ourcoach.in
Peers, C-suite and Ecosystem · The Stakeholder Influence Method
Be the Director whose function is backed by peers, supported by the C-suite and known beyond the organisation for ethical influence, not authority and focused on shaping the career game.
Invite-only executive peer cohort · 1 roundtable · 2 full-day workshops · 3-day retreat.
Why spread over 5 weeks: because behaviour changes between sessions, not during them. You conclude the programme with analysis and behavioural transformations that directly impact your KRAs.
Sixteen right-fit Function Directors and VPs, in a closed room, working on Indian stakeholders — not imported case studies.
Participant Persona: a Director or VP with an enterprise-wide mandate and function-deep authority, aligning across functions to be noticed by the C-suite, the board and the market.
Personal alignment: map your organisation dynamics vis-à-vis your current status — behaviour, trust and values — to gain from an executive presence assessment from peers.
Stakeholder Diversity Map
Influence–interest matrix
Decision Matrix
Structured Feedback
AI prompt library (1 of 4)
From being capable → being recognised as enterprise-ready
Organisation-level alignment: getting things done across functions through governance clarity and delegation of authority; thus increasing interdependence and collaboration.
Stakeholder alignment matrix
Coalition roadmap
One page business plan
Communication roadmap
AI prompt library (2 of 4)
From functional authority → enterprise-wide influence
Professional alignment: managing diversity in external stakeholders, aligning your career to a shifting AI-enabled business environment.
Visibility audit
Role-redesign worksheet
AI prompt library (3 of 4)
From internal visibility → strategic market visibility
Create executive presence, high-stakes conversations, facilitated intense experience sharing, 90-day action planning — and the success of alignment measured at Day 90.
Conversation simulator
Stakeholder influence roadmap
90-day commitment
Communication assessment form
AI prompt library (4 of 4)
From presenting ideas → mobilising stakeholders
The same ten-page shape, applied to stakeholder influence rather than enterprise resilience.
Attributed by role, sector and scale where participants prefer not to be named. Anonymity is theirs to choose; specificity is what makes a recommendation worth reading.
What I valued was the absence of a trainer. Jatin (Programme Enabler) holds the room, but the wisdom comes from the room. That is a very different experience for someone at this stage.
Half my effort had been going to people who already agreed with me. Honey (Programme Enabler) rebuilt my stakeholder map around who could actually block the work, then made me rewrite the case for each of them separately. Different room, different sentence.
Most programmes give you a framework. This one gave me eleven people who had already survived the professional circumstances I was walking into.
The practice sessions used my own agenda items, not case studies. So the improvement was not theoretical — the very next review meeting went differently.
I had spent two years avoiding a conversation with a business head. We rehearsed it at the retreat with someone playing him rather too well. I had the real one on the Tuesday.
Programme Enabler — Honey Thakur.
She has carried mandates in corporate roles. Over 20 years, she has worked as Manager at Al-Futtaim and Dubai Medicity, Senior Manager at Emirates Airlines in Dubai, and in India as GM at Delhi International Airport and Director at Amadeus.
For the last ten years she has coached Function and Business Directors. Her ground: stakeholder alignment, organisation governance, and the first ninety days in a new role.
WhatsApp 9910905702
honey@ourcoach.in
ourcoach.in
Join a community of select directors and function heads. Leave your details — four minutes is all it takes — and we will be in touch within two working days to talk properly about where you are and whether this is the right thing for it. If it is not, we will say so.
Or contact us directly — hello@ourcoach.in · +91 99993 45967
The four that come up most.
Long-form business school programmes deliver technical curriculum over eight to ten months. This assumes the technical capability is present and works on whether it converts into influence. Some participants have done both.
No. There is a non-disclosure arrangement covering everyone, no two participants from one company, and never a reporting line in the room. Nobody from your organisation is judging you, because nobody from your organisation is present.
Two cohorts and three workshops across six weeks, plus the three-day retreat, built around a real job. The work between sessions is your existing work — the board paper you owe anyway.
Frequently, yes. There is an editable internal business case on the Resources page to attach to an L&D request.
No application needed to have a conversation. My message: bring the decision you have not made yet.
Opening the complete brochure…
