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

Audience:  NBFC Board of Directors | Audit Committee | Risk Management Committee Applicability:  Middle Layer & Upper Layer NBFCs (heightened relevance post SBR) Objective:  To identify  areas of highest regulatory and personal liability exposure  for NBFC directors under RBI oversight. This is in continuation to my earlier blog which focussed on "Tone at the Top" for Banks and financial Institutions. However my experiences make me capture and articulate NBFC governance linke