Advisory · Consulting · Strategy Est. June 2016 · Ahmedabad · Tenth Year

Built for businesses
that mean to grow.

Sales. · Strategy. · Success.

KAR Group partners with ambitious Indian businesses to remove the friction between where they are and where they're going. Senior-led consulting across Risk Management, Sales Consulting, and Business Strategy — engineered for operators who want results, not slide decks.

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— 01

The job of a good advisor is to make themselves unnecessary.

We don't sell process for its own sake. We sell clarity, capability, and durable change — the kind that outlives the engagement and stays with the people who run the business.

KAR Group works at the intersection of three disciplines that decide whether a business compounds or stalls: how it manages risk, how it sells, and how it chooses where to go next. Most firms get one of these right. The ones that scale get all three.

We engage as principals, not consultants in the abstract sense. The person diagnosing your problem is the person solving it. No layered teams, no junior analysts cycling through, no slide deck factory. Just senior judgment, applied directly to your business.

Our work is most useful to founders and operators of mid-market Indian businesses navigating the transition from "we built this" to "we can scale this."

— 01

Risk Management Services

Specialised risk advisory for international trading brokerages — FX, CFD, indices, commodities, and crypto. From execution-model design and in-house proprietary trading desk risk, to funded-trader programme structuring, liquidity-provider exposure, and trader-behaviour analytics.

View Practice →
— 02

Sales Consulting

Building sales engines that work without the founder in every conversation. Strategy, process, team design, incentive structures, pipeline discipline — assembled into a system your team actually executes.

View Practice →
— 03

Business Strategy

Helping leadership make the handful of decisions that actually matter: where to focus, what to stop, where to invest, how to compete. Strategy as a sharpening tool, not a deliverable.

View Practice →
— 02

Risk Management.

"What is the single risk exposure that could materially compromise the brokerage — and how exposed are you to it today?"

International trading brokerages live and die by their risk discipline. The business model only works when exposure is understood, priced, and contained at every level — client, trader, dealing desk, liquidity provider, and balance sheet. The brokers that scale are the ones that built the risk infrastructure before they needed it; the ones that fail almost always knew the gap was there.

We work with brokerages offering FX, CFDs, indices, commodities, and crypto products to international clients — with brokers running in-house proprietary trading desks alongside client flow, and with modern prop firms operating challenge and evaluation models for funded traders. The work draws directly on years of dealing-room and capital-markets experience inside the industry.

Most useful for licensed brokers, white-label operators, IB networks, and prop trading firms operating outside India — with client books spanning the Middle East, Southeast Asia, Africa, Europe, and Latin America. Note: KAR Group's Risk Management practice operates exclusively outside Indian jurisdiction. We do not advise brokerages regulated under Indian frameworks.

What we cover

  • 01Execution Model & Hedge StrategyDesigning how order flow is managed across internalisation and market hedging, calibrating hedge ratios across instruments, and shaping the risk–return economics of a mixed-execution model.
  • 02Proprietary Trading Desk OperationsFor brokers running their own capital in the markets — position limits and exposure governance for the house book, directional versus market-neutral strategy mix, segregation between client flow and house flow, performance attribution, and the internal controls that keep proprietary trading from cannibalising client execution quality.
  • 03Funded Trader & Prop Firm ProgrammesFor modern prop firms operating challenge and evaluation models — programme design, profit-target and drawdown calibration, payout-structure economics, scaling plans, and the trader-risk framework that determines whether payouts erode or compound the firm's P&L.
  • 04Trader Behaviour & Risk AnalyticsBehavioural pattern analysis across the client and trader base — overtrading, news-event behaviour, martingale and grid patterns, deviation from declared strategy — translated into the risk-classification, leverage, and execution decisions that protect the broker without alienating profitable flow.
  • 05Client Risk Classification & OnboardingKYC and suitability frameworks, leverage policy by client tier, professional vs. retail classification, and onboarding processes that satisfy regulators without strangling the sales funnel.
  • 06Liquidity Provider & Counterparty RiskLP selection and diversification, exposure limits against prime-of-primes and prime brokers, credit risk monitoring, and contingency liquidity arrangements for stress events.
  • 07Market, Margin & Operational RiskVaR and stress frameworks, stop-out and margin-call policies, gap-risk and weekend exposure management, dealing-desk controls, and exposure limits across books and instruments.
  • 08Platform, Technology & Cybersecurity RiskTrading-platform reliability and latency management, dealing-system controls, slippage governance, data integrity, and the cybersecurity posture expected of a modern broker handling client funds and trader data.
  • 09Multi-Jurisdiction Regulatory PostureMapping obligations across the regulators relevant to your client mix — FCA, CySEC, ASIC, FSA, FSCA, DFSA, and others — into a single, coherent compliance and reporting posture.
  • 10AML, Sanctions & Financial CrimeKYC/CDD systems, transaction monitoring, sanctions screening, source-of-funds frameworks, and the evidence-of-supervision documentation that survives a regulatory inspection.
Multi-jurisdiction risk posture.
Coverage Map
REGULATORY COMPLEXITY → OUTCOME QUALITY → — with KAR Group framework — typical broker posture FCA CySEC ASIC DFSA FSCA FSA TARGET ZONE illustrative · how a coherent multi-jurisdiction posture moves brokerages along the frontier
Current posture Engineered outcome Efficient frontier — Illustrative. Not a regulatory rating.
— 03

Sales Consulting.

"Why does revenue depend so heavily on a small number of people, and how do we change that?"

Most growing businesses don't have a sales problem. They have a sales-system problem. Revenue lives in the founder's head, the top rep's relationships, or a process nobody can describe out loud. That's a brittle engine — and it's the single biggest reason good businesses plateau.

We build the system. The process is documented, the team is structured to scale, the incentives align with the outcome, and the pipeline becomes a forecast you can actually trust.

We work especially well with B2B businesses where the sales cycle is consultative, the deal sizes are meaningful, and the founder is the bottleneck they want to stop being.

What we cover

  • 01Sales Strategy & PositioningWhere to play, where to win, and how to articulate value to the decision-maker — translated into a sales narrative your team can actually deliver.
  • 02Process & Pipeline DesignRepeatable sales process, stage definitions, qualification frameworks, and pipeline hygiene — calibrated to your actual sales cycle.
  • 03Team Structure & HiringSales org design, role definitions, hiring scorecards, and the founder-to-team transition that most growing businesses get wrong.
  • 04Incentive & Commission DesignCompensation structures that reward the behaviours you actually want, not the ones you accidentally created.
  • 05Channel & Partner StrategyDistributor, dealer, and partner program design for businesses where direct sales isn't the only — or the best — path.
  • 06Sales Enablement & TrainingPlaybooks, collateral, objection-handling frameworks, and on-the-ground training for sales teams that need lift, not theory.
— 04

Business Strategy.

"Of the ten things we could do this year, which are the two that actually move the business?"

Strategy is the art of choosing what not to do. Most businesses suffer from too many priorities, not too few. Our role is to help leadership separate the activities that look productive from the decisions that actually compound — and then to commit to those.

We work alongside founders and leadership teams as a thinking partner. The deliverable is not a 60-slide deck. It's clarity, conviction, and an executable plan the people running the business actually own.

Most useful when a business is at a pivot point: a fundraising decision, a new market, a leadership transition, a hard reset, or the long-overdue conversation about what to stop doing.

What we cover

  • 01Strategic DiagnosisA clear-eyed reading of where the business actually is — financially, operationally, competitively — without the optimism bias that founders bring and the cynicism bias that auditors bring.
  • 02Growth & Market StrategyWhere to grow, how to grow, and at what cost. Market entry, segment expansion, and product/service line decisions grounded in unit economics, not enthusiasm.
  • 03Operating Model DesignOrg structure, decision rights, reporting cadence, and capability gaps — the architecture that determines whether strategy gets executed or just discussed.
  • 04Competitive PositioningWhat you actually compete on, what the market believes you compete on, and how to close that gap — or change the basis of competition entirely.
  • 05Capital & Investment StrategyCapital allocation discipline, fundraising readiness, and the financial structure required to support the growth plan — without overextending the balance sheet.
  • 06Annual Planning & CadenceBuilding the operating rhythm — quarterly objectives, weekly metrics, monthly reviews — that turns annual strategy from a document into a discipline.
— 05

How we work. In four moves.

01

Listen

The first conversation is always free, and always with a principal. We listen for the business behind the brief — because the problem you stated is rarely the problem you have.

02

Diagnose

A short, intensive diagnostic phase — two to four weeks — where we map the business, surface the constraints, and define the scope of what's actually worth solving.

03

Build

The work itself. Senior-led, tightly scoped, and delivered against an agreed cadence. No filler artefacts. Every output exists because someone in the business is going to use it.

04

Embed

The handover. We don't leave a binder; we leave capability. The systems, the rituals, and the people in your business that make the change durable after we're gone.

— 06

Why founders choose KAR Group.

— i

Principal-led, always

The person you meet in the first conversation is the person doing the work. No layered teams, no junior analysts learning on your engagement. Senior judgement, directly applied.

— ii

Indian SME literacy

We understand the operational realities of running a mid-market Indian business — promoter-led culture, lean teams, family-business dynamics, cost-sensitive growth. Generic frameworks don't survive contact with these realities. Ours do.

— iii

Outcomes over artefacts

Our success metric is what changes in your business, not what we deliver. If a single conversation solves the problem, the engagement is one conversation. If it takes a year, we earn the year.

— iv

The three disciplines, integrated

Risk, sales, and strategy aren't separate problems — they compound. A sales engine without risk controls breaks at scale. A strategy without sales execution is a fantasy. We see them together because they are together.

— v

Honest engagements

If the engagement we recommend is smaller than the one you asked for, we'll tell you. If the right answer is "this isn't our problem to solve," we'll tell you that too. Long-term trust outweighs short-term billable hours.

— vi

Builders, not commentators

Our backgrounds are in running businesses, not just advising them. The instincts we bring come from having sat in your chair — managing payroll on a slow month, closing a difficult deal, deciding what to cut.

— 07

Who we work with.

— Practice 01 For Risk Management A specialised clientele · International brokerages only · Outside Indian jurisdiction
— i
Licensed International Brokerages

Regulated FX, CFD, indices, and multi-asset brokers serving cross-border retail and professional client flows.

— ii
Brokers with Proprietary Trading Desks

Brokerages running their own capital in the markets alongside client flow — with distinct house-book risk profiles and exposure governance.

— iii
Funded Trader & Prop Firm Operators

Modern prop firms running challenge and evaluation programmes — with trader-payout risk and programme economics at the heart of the P&L.

— iv
White-Labels, Platforms & IB Networks

White-label brokers, platform operators, and introducing-broker networks managing distributed counterparty risk and route-to-market exposure.

— Practices 02 & 03 For Sales & Strategy Industry-agnostic · Wherever the business can compound
— i
Promoter-Led Businesses

Promoter-controlled businesses navigating succession, professionalisation, and the move toward institutional governance.

— ii
Manufacturing, Trading & Distribution

Process-heavy and channel-driven businesses scaling sales operations and working-capital discipline at the same time.

— iii
Professional Financial Services

Brokerages, wealth managers, advisory firms, and financial consultants transitioning from founder-led to team-led delivery.

— iv
Founders & Early-Growth Brands

Consumer and B2B brands past product–market fit, building the sales engine and operating rhythm that turn growth into compounding.

— 08

How we engage.

— i

The Diagnostic

2–4 weeks · fixed scope

A focused, time-bound diagnostic on a specific question or business area. Output is a clear reading of the current state, the underlying constraints, and a roadmap for what's worth solving. Often the best place to start.

— ii

The Project

3–6 months · scoped deliverable

A defined engagement against a specific outcome — a new sales process implemented, a risk framework built and adopted, a strategic plan committed to. Milestoned, principal-led, with a clear end.

— iii

The Retainer

6–12 months · ongoing advisory

For founders and leadership teams who want a senior thinking partner embedded in the rhythm of the business — monthly reviews, quarterly planning, and access for the calls that don't fit a project box.

— 09

The work is led by people who've done it.

— Tenth Year · 2016–2026 · KAR Group
Founded by an operator. Led by one still.
Kartikey Founder & Principal
"The businesses that compound aren't the ones with the smartest strategy. They're the ones that built the operating discipline to execute the strategy they had."

Kartikey

Founder & Principal · KAR Group

Kartikey founded KAR Group in June 2016, drawing on seven years of operating experience inside India's financial services sector. His career — beginning in 2009 — has spanned Sales & Marketing, Dealing, Business Development, and Research roles across a range of firms in brokerage, trading, and capital markets. A deliberately wide path that has shaped how KAR Group thinks about consulting work today.

That cross-functional operating background is the through-line of the firm's three practices. Risk Management for international trading brokerages draws directly on dealing-room experience. Sales Consulting reflects years inside frontline sales and business development teams. Business Strategy is built on the diagnostic instincts of someone who has seen good and bad operating decisions from the inside — not just from the deck.

— Sales. Strategy. Success. —

The first conversation
is always free.

Start a Conversation

Get in touch.

Tell us what you're working through. The first call is on us, the thinking is honest, and there's no pitch deck at the end of it.

Send us a brief.
We'll reply within one working day.

— Or write to us directly at hello@kargroup.in