Rahul Tiwari Joins PwC India As Associate Director, Strategy And Transformation
Rahul Tiwari has joined PwC India as associate director, strategy and transformation, moving into consulting after more than eight years at Pidilite Industries.
- New role: associate director, strategy and transformation, PwC India
- Previously: senior manager, corporate strategy, Pidilite Industries, in the vice chairman’s office
- At Pidilite from January 2018, starting as branch manager
- Earlier: Piramal Enterprises, as area business manager and assistant brand manager
- MBA in marketing, Symbiosis Institute of Business Management, Pune
What Rahul Tiwari Was Doing At Pidilite
The last eighteen months put him in the vice chairman’s office, which in most Indian corporates is where the questions arrive before they have been turned into projects. The brief covered identifying transformation work, evaluating portfolio opportunities, tracking competitor movement and testing new product and market ideas.
Two years before that he held the same title in the managing director’s office. Sitting in both is unusual, and it means he has seen the same business explained twice to two different audiences, which is closer to consulting than the job title suggests.
The Part Of The Record That Matters More
He did not start in strategy. He joined Pidilite as a branch manager in January 2018 and spent three years on sales targets, field marketing, trade promotions and a team, then moved to category development and channel strategy before going anywhere near the corporate function.
That order is the useful thing here. Strategy work fails most often at the point where a plan meets a distributor who has no reason to care about it, and someone who has carried a branch target has met that objection in person rather than in a slide.
Why Consulting, And Why Now
The move trades depth for range. In-house strategy means one business, one set of constraints and the ability to follow a decision through to whether it worked. Consulting means several at once and rarely seeing the end of any of them.
What consulting firms have been buying, though, is exactly the operating background he has, rather than pure analytical horsepower. A record that runs from a branch target to the vice chairman’s office is a specific kind of hire, and it is the kind the sector has been short of.
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