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Context is everything.
Detailed stories on technology startups, business and economic current affairs.
Detailed stories on technology startups, business and economic current affairs.
The card network’s incoming country head faces the task of turning around its fortunes in a market with a fast-changing regulatory landscape and a protectionist government.
Editor's note: In his over 30-year career, Sandeep Ghosh has donned many hats. He helped PepsiCo elevate brands like Mirinda, 7UP and Slice to category leadership in the late 1990s as the company’s head of marketing for South Asia. He headed Citibank’s commercial operations in India before the global financial crisis of 2008. When ANZ Bank acquired Royal Bank of Scotland’s Asia operations, Ghosh was in charge of integrating the businesses in the region. He was hired by French insurance behemoth AXA Group as the chief executive of its life insurance joint venture with Bharti Group when Mukesh Ambani attempted to take over the firm in the early 2010s. Over the last four years, he has been supervising over 2,500 consultants at EY in India as the leader of the financial services advisory. Despite all this, Ghosh, who is described by former colleagues as “soft-spoken yet assertive, sharp and approachable”, is up for the toughest gig of his career. In March, he will join Visa as its group country manager for India and South Asia, tasked with reversing the dwindling fortunes of …
The Rs 250 SIP was launched last year by the former SEBI chairperson with one clear goal: financial inclusion. More than a year later, the much-hyped scheme doesn’t seem to have caught on with MF investors.
The central bank’s shift to a 100% collateral requirement threatens to erode leverage, reduce volumes and force a consolidation across prop desks.
High returns, RBI-regulated comfort, and easy withdrawals drew investors in. Now, with repayments drying up, the fintech platform, its NBFC partner, and the regulator are pointing fingers—leaving customers to chase their own money.
