The Future of Finance is Data-Driven

Could you tell us what drew you to teaching?

My journey into teaching began during my student days when I realised I enjoyed explaining concepts to my peers. That experience planted the seed. I pursued my MBA and PhD and found that I was naturally inclined toward academics. Teaching is something I truly enjoy — it keeps me engaged, allows me to interact with students, and provides a fresh perspective each time I step into the classroom.

What is it about finance that excites you the most?

Finance is all about numbers, and numbers help in making things engaging. Unlike subjects that are purely theoretical, finance allows for active participation — students can work on real data, analyse patterns, and make decisions. That involvement makes learning more effective.

At the same time, teaching finance is challenging because attention spans are shrinking, and students today are more digitally connected. The key is finding innovative ways to engage them, whether through real-life case studies, numbers-driven discussions, or hands-on problem-solving.

You’ve conducted corporate training programmes for various companies. How does this exposure influence your teaching?

Industry experience has been a great learning tool for me. When I interact with executives from companies like HUL or Asian Paints, they bring real business problems into the discussion. That forces me to constantly update my knowledge and adapt my teaching.

For instance, if I’m explaining financial statement analysis, a participant from a corporate programme might ask, “This makes sense for a company like HUL, but how does it apply to Asian Paints?” This makes me rethink examples and contextualise finance for different industries. I bring those insights back to my XLRI students, ensuring they graduate with knowledge that is both academic and industry-relevant.

How do you keep your teaching methods fresh?

Every year, I refine my material based on the latest trends. If a student from five years ago attended my class today, they’d find new perspectives and updated examples. Finance is always evolving, and teaching must evolve
with it.

You co-authored a research paper on the challenges of teaching finance during Covid-19. Can you share some insights?

Covid-19 forced educators worldwide to rethink teaching methods. Online education was a huge shift — students struggled to focus, and faculty weren’t used to digital tools.

At XLRI, we had an advantage because we already had a strong virtual learning programme. But still, finance and accounting require board work and detailed explanations, which were hard to replicate online.

We had to find new ways to keep students engaged — like interactive questioning, shorter concept videos, and discussion-based learning. Evaluations also had to change; instead of traditional pen-and-paper exams, we focused more on participation and case-based assessments.

One of your key research areas is working capital management. How do you see Indian businesses optimising it?

Working capital is one of the most critical financial decisions, but it doesn’t always get the attention it deserves. Companies often focus more on capital structure or long-term investments, but day-to-day cash flow management is equally crucial.

In India, businesses are realising that efficient working capital management leads to better profitability. Faster receivable collection, optimised inventory management, and better supplier negotiations all contribute to improved cash flow.

Your recent research explores the link between corporate governance and working capital efficiency. What were the findings?

We found that firms with strong corporate governance tend to manage working capital better. An interesting insight from our research was that companies with more women on their boards showed higher efficiency in working capital management.

Women directors often bring a structured decision-making approach, which leads to better financial discipline. This results in shorter cash conversion cycles, improved liquidity, and higher profitability.

Shareholder activism is reshaping corporate India. What’s your take on its impact?

Shareholder activism isn’t new, but its impact has grown significantly in recent years. With more retail investors and institutional investors actively monitoring companies, corporate boards are under greater scrutiny.

The availability of financial information and the rise of social media-driven activism mean that poor governance decisions get flagged quickly. If a company’s management doesn’t act in the best interests of shareholders, they face immediate pressure from investors and analysts.

The role of governance has shifted from being just about compliance to actively driving value. Companies now realise that strong governance isn’t just a regulatory requirement — it’s a competitive advantage.

What’s the biggest change you foresee in finance over the next decade?

The future of finance is data-driven. Traditional financial models are evolving as AI and predictive analytics take centre stage. Finance professionals will need to move beyond number-crunching and focus on interpreting data and making strategic decisions.

What advice would you give to students aspiring to build careers in finance?

Stay curious and keep learning. Finance isn’t just about formulas — it’s about understanding the bigger picture. Read financial reports, follow business news, and most importantly, always question existing financial models.

Finance is an evolving field, and the best professionals are those who adapt, analyse, and innovate.

Finally, what keeps you motivated as a finance educator?

Teaching is more than just a job — it’s a continuous learning process. Every batch of students brings new questions, perspectives, and insights. When I see a student grasp a concept and apply it, that’s the most fulfilling part of my profession.

At the end of the day, if I can inspire even a few students each year, I feel I’ve done my job well.