Vijayanti Margassery is a leadership coach, organisational consultant, and doctoral researcher — built on twenty-five years inside the machinery of large organisations, and two thousand credentialed coaching hours.
Yes — that kind of doctor. The kind who researches how leaders emerge.
Vijayanti Margassery
I have spent twenty-five years inside the machinery of large organisations — building talent systems, advising CEOs, and watching, again and again, who actually leads when it counts. I have led people, talent, and organisation functions at Whirlpool, Infosys, Hewlett Packard, Samsung Research, Hindustan Coca-Cola, Teva Pharmaceuticals, Biocon, and Ola Electric, across manufacturing, consumer, pharma, and technology.
That question of how leaders emerge became my doctoral research at IIM Kozhikode: how do organisations recognise leaders before the title exists? The answer reshaped how I coach, how I consult, and what I tell boards about their pipelines.
My practice is rooted in Indian organisational reality and informed by global scholarship. I am direct, evidence-led, and allergic to jargon.
Coaching, assessment, consulting, and learning strategy — held by one advisor with no hand-offs. Each rests on current evidence, not recycled frameworks.
Deep, confidential work with senior leaders at the steep part of the climb.
Structured, evidence-based reading of capability and potential — and the succession bench built on it.
Structure, roles, and culture redesigned for how work actually flows.
Enterprise-grade learning without the enterprise headcount — run like a business, measured like one.
A fixed-scope, fixed-fee diagnostic for organisations that want the evidence before committing to change. Structured interviews, data, and instruments, ending in a written report your board can act on.
How authority, capability, and work actually flow — where the formal chart and the real organisation diverge — mapped into findings, root causes, and a routed set of options.
Structured conversations across levels; documents, data, and history assembled into a working picture.
How authority, capability, and work actually flow — the honest reading most boards rarely get from inside.
Findings, root causes, and a routed set of options, presented in person and left behind in writing.
Original doctoral scholarship, teaching cases, and commentary — the work that keeps every other practice honest.
Field research with Indian founders on recognising leadership ahead of formal appointment.
A field-based case on how a founder reads and elevates capability under pressure.
On authority that arrives before the org chart catches up, and what it asks of a coach.
A 30-minute introductory conversation — no deck, no pitch. We establish the terrain, the destination, and the fit.
Coaching mandates, advisory retainers, the Terrain Review, and speaking engagements.
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