I respectfully disagree with the view that a reserved-category candidate who scores higher marks can automatically take a general (open) category seat, even if that candidate reached the exam stage using relaxations that were not available to general candidates. My disagreement is  not with reservation itself , which is a constitutionally accepted policy. The disagreement is with  how this rule works in practice , and how it can unfairly disadvantage candidates who compete un

Revenue recognition remains the single most significant fraud risk area identified by the National Financial Reporting Authority (NFRA). In its inspection and enforcement memoranda, NFRA has consistently observed that revenue misstatements rarely arise from technical errors, but from deliberate misuse of judgment, premature recognition, suppression of variable consideration, and management override of controls. NFRA has emphasised that Boards and Audit Committees carry a heig

Purpose: To objectively assess whether a proposed growth rate is  prudent, fundable, controllable, and survivable under stress . Yesterday's blog was focussed on the Growth approval philosophy. Today i am building further detailed blocks on how NBFC Board members can take a structured governance call on growth strategy. How to Use: Score each category from  1 (Weak) to 5 (Strong) Apply the  weighting Compute the  weighted score Use the decision matrix before approving growth

Purpose: To ensure growth decisions are  risk-aligned, funding-backed, and governance - sound , and to protect NBFC Board of directors from regulatory and personal liability. 1. Business Model & Growth Rationale ☐ Is the proposed growth  consistent with the NBFC’s core business model  (product, customer segment, tenure)? ☐ Is growth driven by  underwriting strength  or by  availability of short-term funding ? ☐ Does management clearly articulate  why this level of growth is s