/
•
•
Context is everything.
Detailed stories on technology startups, business and economic current affairs.
Detailed stories on technology startups, business and economic current affairs.
The CEO and managing director of IDFC First Bank has turned around the lender on nearly every front. Will he win over investors?
Editor's note: If there were any doubts about V. Vaidyanathan’s banking credentials when he took charge as the CEO and managing director of IDFC First Bank in December 2018, after the merger of IDFC Bank with Capital First, he seems to have dispelled them. Or, at least most of them. When he took the reins of the bank, there were several legacy problems. For instance, even though IDFC Bank came to the table with a loan book of Rs 75,332 crore, about 2.3 times that of Capital First, 72% of it was on the wholesale side, with exposure to stressed entities like Dewan Housing Finance, Vodafone, Reliance Capital and the Future Group. And, overall, the merged entity suffered from poor profitability. Vaidyanathan drew up a list of issues and set targets to improve the bank’s numbers over the next 6-7 years. The targets included 21 key metrics for the bank, and himself. The deadlines to meet these targets were set for 2023-24 and 2024-25. Three and a half years on, Vaidyanathan has met most of his targets. Take risk mitigation. At the …
The CEO and managing director of IDFC First Bank has turned around the lender on nearly every front. Will he win over investors?
Editor's note: If there were any doubts about V. Vaidyanathan’s banking credentials when he took charge as the CEO and managing director of IDFC First Bank in December 2018, after the merger of IDFC Bank with Capital First, he seems to have dispelled them. Or, at least most of them. When he took the reins of the bank, there were several legacy problems. For instance, even though IDFC Bank came to the table with a loan book of Rs 75,332 crore, about 2.3 times that of Capital First, 72% of it was on the wholesale side, with exposure to stressed entities like Dewan Housing Finance, Vodafone, Reliance Capital and the Future Group. And, overall, the merged entity suffered from poor profitability. Vaidyanathan drew up a list of issues and set targets to improve the bank’s numbers over the next 6-7 years. The targets included 21 key metrics for the bank, and himself. The deadlines to meet these targets were set for 2023-24 and 2024-25. Three and a half years on, Vaidyanathan has met most of his targets. Take risk mitigation. At the …
Atanu Chakraborty’s resignation does not appear as damaging as the bank’s response to it. The ‘all is well’ narrative needs an independent audit.
Divergent narratives from the Haryana government and the lender raise deeper questions on oversight, authorizations and systemic lapses—answers that may emerge only after a forensic audit.
A tumultuous year comes to a close for Indian banks, as they await a revival in borrowing in the new year.
Atanu Chakraborty’s resignation does not appear as damaging as the bank’s response to it. The ‘all is well’ narrative needs an independent audit.
Divergent narratives from the Haryana government and the lender raise deeper questions on oversight, authorizations and systemic lapses—answers that may emerge only after a forensic audit.
A tumultuous year comes to a close for Indian banks, as they await a revival in borrowing in the new year.
