We are nearly 25 years young


In the late 1990s, we took a brave decision to incorporate ‘Advantage-India’. It turned out to be prescient, as India went on to emerge as a major global player. We too have evolved, to advise business interests in Singapore, Hong Kong, China, India, United Arab Emirates, the African continent, United Kingdom and Germany.


AI amidst Blind-spots


Research amidst (R)evolution

Mentoring amidst Confusion

Management Development
amidst Talent Crunch

Effective Speaker
amidst Clutter


Sundar Sankaran (www.sundarS.in) is Founder-Director of Advantage-India. He is an alumnus of the prestigious IIM Ahmedabad (1986-88). He is also an associate of the Institute of Company Secretaries of India, and Institute of Cost & Management Accountants of India. He has held senior positions in former Goldman Sachs associate, Kotak Mahindra and India’s leading automobile company, Bajaj Auto.


An Indian Private Bank

An Indian Insurance Company

A Diversified Indian Group (Education, Hotels, Real Estate)

A Diversified International Group (Pharma, Mining)

An Indian IT Enabled Services Company


Sundar is a voracious reader and writer.  Many of his publications can be found across book stores, journals and websites.  Some of these are consolidated at www.sundarS.in

A few of his recent contributions are given below:

Deflation, Commodity & Debt Risk in top 50 countries

China – Strategy & Counter-strategy

Debt Mutual Fund Dilemma

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  1. Operation Twist: Is it an Antibiotic with Side Effects?
  2. When does your Business need a Strategy Review?
  3. Money meets Strategy



Every organization has a few canons that have worked over the years.  The following are our guiding principles:

  • Direct Communication : Our work requires direct communication between Owner / CXO at the client-end and Director at our end.  We view such a sparring partnership as a litmus test of seriousness at both ends.


  • Realistic:The solutions we offer are neither pre-conceived, nor limited by our prior competency. Fact is that the real world is not partitioned to match consultants’ organization structure and competency limitations.

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