Governance · Regulation · Sustainability
Intricate problems. Clear implementation.
We advise governments, regulated companies and MSMEs on problems where law, policy and technical delivery meet. The answer has to hold up on paper, work in the field and stand on evidence.
Practice based in Pune. Working across Maharashtra and India.
One desk, three disciplines
Legal reasoning, engineering method and experience of government, applied to the same problem.
Legal training
Close reading of statutes, rules and circulars is our working method. We read the instrument before we form a view, and we cite the provision we rely on.
Engineering and data
Evaluation design, panel data and extraction of regulatory filings, including XBRL. Where a number drives a decision, we show how it was derived.
Experience of government
Our managing partner has worked with the Ministry of Rural Development, Government of India, and the Department of Women and Child Development, Government of Maharashtra. We know how a scheme travels from a ministry to a district, and where it stalls.
Practice
Six practice areas. One standard of evidence.
Governance and public policy
Scheme design and course correction, regulatory impact analysis, institutional design, and diagnosis of the implementation chain from ministry to district.
Sustainability and ESG disclosure
BRSR readiness and review, empirical peer benchmarking, gap mapping to IFRS S1/S2, ESRS and GRI, CCTS compliance design, and CSR strategy.
Regulatory and corporate compliance
Compliance frameworks and calendars, gap assessment and remediation, policy and internal-control documentation, and readiness for inspection and assurance.
Monitoring, evaluation and research
M&E system design, third-party monitoring, impact evaluation, survey design and field management, and econometric and panel-data analysis.
Capacity building and institutions
Training needs assessment, curriculum and toolkit development, officer-level training, and support to community institutions and local bodies.
Management, engineering and digital advisory
Feasibility studies and detailed project reports, techno-economic appraisal, digital roadmaps, and vendor evaluation and implementation oversight.
The implementation chain
A scheme is decided once and delivered six times over.
Each level of government adds its own orders, staff limits and data. We diagnose the chain link by link and begin where it is weakest.
Select a level to see where it breaks and where we work.
Evidence and grievances have to travel back up the chain.
01 Union ministry
Where it tends to break
Guidelines written for an average state. Fund-release conditions that districts struggle to meet on time.
Where we work
Review of guidelines against field conditions. Indicators that can actually be collected at district level.
02 State department
Where it tends to break
Orders that restate rather than adapt. Schemes that overlap across departments. Systems that count activity instead of results.
Where we work
Convergence mapping across schemes, regulatory impact analysis, and monitoring designed around outcomes.
03 District administration
Where it tends to break
Many schemes and few staff. Plans prepared for compliance rather than for use.
Where we work
Monitoring of district plans, indicator dashboards, and review formats that track each decision until it is closed.
04 Block and urban local body
Where it tends to break
Front-line staff holding charge of several schemes. The same data entered twice, once on paper and once online.
Where we work
Process mapping, standard operating procedures and training for front-line staff.
05 Gram panchayat and ward
Where it tends to break
Development plans made without local data. Elected members who are new to budgets and procedure.
Where we work
Training for elected representatives, and linking panchayat and ward plans to district priorities.
06 Citizen
Where it tends to break
Eligible people excluded by paperwork. Grievances that are logged but never closed.
Where we work
Beneficiary surveys, grievance analysis and studies of targeting accuracy.
Who we serve
Advice built for the people who have to act on it.
Government and public bodies
Departments, commissionerates, district administrations, missions, local bodies and public sector undertakings.
Listed and regulated companies
Company secretaries, CFOs, sustainability heads and boards.
MSMEs and value chains
Owners and finance heads of small and medium enterprises, including suppliers to listed companies.
CSR, foundations and development partners
CSR teams, foundations, non-profit organisations and development agencies.
Maharashtra first
Our first commitment is to the state in which we are registered.
The standard we hold
Every claim carries a locator.
Section, clause, page, sheet and cell. Where a source cannot be found, we leave the gap visible and say so. Where a number drives a decision, we show the working. A named partner signs off every engagement.
Specimen noteSourced
- Claim
- A limited liability partnership incorporated after 30 September may close its first financial year on 31 March of the following year.
- Locator
- Limited Liability Partnership Act, 2008 · s.2(1)(l), proviso
- Status
- Sourced · primary text
Insights
Recent notes
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BRSR Core in FY 2026-27: the route matters less than the evidence
FY 2026-27 is the first year every company in the top 1,000 needs an assessment or assurance of its BRSR Core. SEBI prescribes no assurance level. The harder task is building figures that hold up when a verifier tests them.
Sustainability and ESG disclosure
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Section 135 after 31 March: where boards get CSR compliance wrong
Section 135 defaults often begin as boardroom errors of timing and labelling, and the penalty is priced on the transfer that was missed. This note sets out the unspent-amount tracks, impact-assessment rules, penalty formula and a test for when projects should scale.
Regulatory and corporate compliance
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Before CSR or public money flows: is the implementing agency ready?
An implementing agency is ready for CSR or public money only when its statutory floor is met and evidenced, and a written system of logic, procurement and safeguarding sits above it. A gated self-assessment helps funder and agency agree what to fix first.
Capacity building and institutions
Tell us the problem as you see it.
We will tell you candidly whether we are the right firm for it. If we are not, we will try to tell you who is.