Founder & Principal · SKR Fincon Ltd
A note from the founder
Some things about finance only become clear over time — across cycles, across situations, and often in the ones that do not resolve as expected.
Three decades of advisory work across India, the Gulf, Southeast Asia, and Africa have taught me that the best capital structures are the ones that survive contact with reality. Not the ones that look elegant on a term sheet, but the ones that hold when markets turn, when counterparties change their minds, and when the timeline stretches beyond what anyone planned for.
I built SKR Fincon around a simple observation: the businesses that most need thoughtful capital advisory are precisely the ones that conventional financial institutions struggle to serve. They operate in situations that do not fit neatly into credit committee templates. Their collateral is unconventional. Their timelines are urgent. And the people running them are usually too experienced to accept a generic solution dressed up as bespoke advice.
We work directly with these situations. Not through layers of relationship managers, not through automated credit scoring, and not through the kind of advisory that begins and ends with a PowerPoint deck. Every significant mandate in this firm is led by me personally. That limits our capacity, and that limitation is the point.
The measure of good advisory is not the number of transactions closed. It is the number of situations where the client's actual interests were served — including the ones where the right advice was to walk away.
If your situation requires capital structuring that goes beyond conventional channels, if you are navigating a cross-border transaction that needs someone who has done it before, or if you need financial control architecture that will hold up when investors or regulators look closely — then we should talk.
That conversation costs nothing. What comes after it is built on candour, confidentiality, and a shared understanding of what constitutes a good outcome.