Anudeep Ganguli: Leading Strategic Financial Initiatives At Credit Saison India
Anudeep Ganguli
Chief Treasury Officer
Anudeep Ganguli, Chief Treasury Officer at Credit Saison India, has excelled in the financial services sector for nearly two decades, beginning his career in treasury and international business at a Kolkata-based NBFC in 2008. His journey includes significant roles with organizations like IL&FS, where he managed fundraising through bank borrowings, debt capital markets, project financing and structured finance. By 2018, his expertise expanded into investment banking with Centrum, before joining Credit Saison in 2020 to build its treasury function from the ground up. His leadership was instrumental in Credit Saison India achieving a AAA rating as an NBFC in March 2022, marking a significant milestone for both the company and his career. Over the past four years in Credit Saison, Anudeep and his team has raised more than ₹22,000 crore, establishing relationships with over 40 lenders, including Indian and foreign banks, DFIs, mutual funds and corporates. His ability to cultivate lasting relationships with lenders and rating agencies stands as a testament to his dedication and success in the field.
Let’s dive into this one on one interaction to know more.
How do you plan to leverage your extensive experience in this field to elevate Credit Saison India’s profile further?
Joining Credit Saison India's Treasury & Capital Markets team in October 2020, just under a year after its incorporation, I was the first employee in this team and our loan book at that time was around ₹160 crore. A key focus from the outset was securing a strong credit rating and building a resilient, diversified lender base. Within six months, in March 2021, we achieved AA+ rating from CRISIL. By March 2022, CARE assigned a AAA credit rating, followed by CRISIL in March 2023. This progressive rating
enhancement did provide us a competitive edge, strengthening our borrowing potential and market positioning.
From the beginning, I envisioned a broad & diversified lender base, and within four years, we onboarded 30 banks, spanning Indian PSUs, private banks, foreign banks, and development finance institutions. We have since expanded into debt capital markets, collaborating with over 10 mutual funds and corporate lenders. Continuously seeking ways to diversify our lender relationships and borrowing channels, we stay vigilant for strategic opportunities that align with our goals of resilience and growth.
What distinguishes your leadership style when gui- ding your team? Can you share your approach to lea- dership?
My leadership philosophy is quite simple and revolves around people-centricity and an open-door policy. I firmly believe that a leader should empower their team rather than micromanage. I prioritize hiring self-motivated individuals and allow them to perform their roles without unnecessary interference, tru- sting them to take the lead on their initiatives and leverage their expertise for the organization’s benefit.
As a leader, and more importantly, as a mentor, I believe in investing time in both collective and one on-one engagements with my team. This approach encourages inclusivity and ensures participation in the strategic process and helps cultivate a growth mindset. The focus is on under standing each individual's skill set, assigning roles accordingly, and rotating them through various roles to provide a comprehensive view of the organization. This strategy not only empowers team members but also promotes innovation and development. Ultimately, my goal is to build a team of future leaders rather than followers.
How do you keep yourself informed about current ind- ustry trends?
There are several effective ways to stay informed about industry trends. As a Chief Treasury Officer, having the right market intelligence and being proactive is critical. Working for a Japanese company, we emp- hasize knowledge sharing across global platforms, which has greatly enhanced my understanding. Regular inter- actions with bankers, debt capital market participants, rating agencies, legal experts, and regulators have broadened my perspective and elevated my ability to operate at a higher level of information.
I make it a priority to attend various summits and conferences where leading bankers and industry veterans gather. These events provide valuable oppo- rtunities to network with peers, exchange insights, and discuss
From the beginning, I envisioned a broad & diversified lender base, and within four years, we onboarded 30 banks, spanning Indian PSUs, private banks, foreign banks, and development finance institutions. We have since expanded into debt capital markets, collaborating with over 10 mutual funds and corporate lenders. Continuously seeking ways to diversify our lender relationships and borrowing channels, we stay vigilant for strategic opportunities that align with our goals of resilience and growth.
Ultimately, my goal is to build a team of future leaders rather than fol-lowers
What distinguishes your leadership style when gui- ding your team? Can you share your approach to lea- dership?
My leadership philosophy is quite simple and revolves around people-centricity and an open-door policy. I firmly believe that a leader should empower their team rather than micromanage. I prioritize hiring self-motivated individuals and allow them to perform their roles without unnecessary interference, tru- sting them to take the lead on their initiatives and leverage their expertise for the organization’s benefit.
As a leader, and more importantly, as a mentor, I believe in investing time in both collective and one on-one engagements with my team. This approach encourages inclusivity and ensures participation in the strategic process and helps cultivate a growth mindset. The focus is on under standing each individual's skill set, assigning roles accordingly, and rotating them through various roles to provide a comprehensive view of the organization. This strategy not only empowers team members but also promotes innovation and development. Ultimately, my goal is to build a team of future leaders rather than followers.
How do you keep yourself informed about current ind- ustry trends?
There are several effective ways to stay informed about industry trends. As a Chief Treasury Officer, having the right market intelligence and being proactive is critical. Working for a Japanese company, we emp- hasize knowledge sharing across global platforms, which has greatly enhanced my understanding. Regular inter- actions with bankers, debt capital market participants, rating agencies, legal experts, and regulators have broadened my perspective and elevated my ability to operate at a higher level of information.
I make it a priority to attend various summits and conferences where leading bankers and industry veterans gather. These events provide valuable oppo- rtunities to network with peers, exchange insights, and discuss
market trends and risk management strategies. Addi- tionally, I am an avid reader, which helps me stay current with industry developments.
In today’s dynamic and increasingly strategic land- scape, how do you, as a Chief Treasury Officer, imple- ment best practices and contribute value to the organization?
The role of a Treasurer is vital in the current global environment, characterized by geopolitical tensions and fluctuating currency and interest rates. One of the key responsibilities is to proactively manage risks and anticipate potential challenges to prevent surprises for stakeholders. This foresight helps ensure that day to day operations align with the organization's long term vision.
I firmly believe in the philosophy of being built to last. While financial resources are essential, the quality of those resources is even more critical. Engaging in transactions should stem from strategic choices rather than necessity. Attention to detail and understanding the fine print is crucial, as is developing a robust funding pipeline. Additionally, strong corporate governance plays a fundamental role in sustaining and enhancing value within the organization.
What is the financial roadmap you have set for the organization?
As I mentioned earlier, one of the primary challenges as Chief Treasury Officer is to stay ahead of constantly shifting market dynamics and prevent any unexpected surprises for our stake holders. My role goes beyond raising capital, it’s about managing it effectively. Strategic forecasting, combined with a resilient and flexible funding pipeline, is key to achieving our financial goals. For the longer term, it’s about creating a robust liability franchise which is sustainable over the long term.
Our focus remains on diversification and liquidity risk management by expanding our funding sources and methods. Through strong corporate governance, we aim to support sustainable growth, ensuring the organization’s financial stability and resilience in an evolving landscape.
Anudeep Ganguli, Chief Treasury Officer, Credit Saison India
Anudeep Ganguli is the Chief Treasury Officer at Credit Saison India, bringing nearly 17 years of expertise in financial services. Beginning his career in treasury and international business at a Kolkata-based NBFC, he moved to IL&FS, where he specialized in fund-raising through bank borrowings, debt capital markets, and structured finance. In 2018, he expanded into investment banking with Centrum before joining Credit Saison in 2020. Under his leadership, Credit Saison India achieved a AAA rating in 2022. Known for his strategic approach, Anudeep and his team has raised over ₹22,000 crore in the last 4 years and built a diverse lender base of banks, mutual funds, and corporates.
In today’s dynamic and increasingly strategic land- scape, how do you, as a Chief Treasury Officer, imple- ment best practices and contribute value to the organization?
The role of a Treasurer is vital in the current global environment, characterized by geopolitical tensions and fluctuating currency and interest rates. One of the key responsibilities is to proactively manage risks and anticipate potential challenges to prevent surprises for stakeholders. This foresight helps ensure that day to day operations align with the organization's long term vision.
I firmly believe in the philosophy of being built to last. While financial resources are essential, the quality of those resources is even more critical. Engaging in transactions should stem from strategic choices rather than necessity. Attention to detail and understanding the fine print is crucial, as is developing a robust funding pipeline. Additionally, strong corporate governance plays a fundamental role in sustaining and enhancing value within the organization.
What is the financial roadmap you have set for the organization?
As I mentioned earlier, one of the primary challenges as Chief Treasury Officer is to stay ahead of constantly shifting market dynamics and prevent any unexpected surprises for our stake holders. My role goes beyond raising capital, it’s about managing it effectively. Strategic forecasting, combined with a resilient and flexible funding pipeline, is key to achieving our financial goals. For the longer term, it’s about creating a robust liability franchise which is sustainable over the long term.
Our focus remains on diversification and liquidity risk management by expanding our funding sources and methods. Through strong corporate governance, we aim to support sustainable growth, ensuring the organization’s financial stability and resilience in an evolving landscape.
Anudeep Ganguli, Chief Treasury Officer, Credit Saison India
Anudeep Ganguli is the Chief Treasury Officer at Credit Saison India, bringing nearly 17 years of expertise in financial services. Beginning his career in treasury and international business at a Kolkata-based NBFC, he moved to IL&FS, where he specialized in fund-raising through bank borrowings, debt capital markets, and structured finance. In 2018, he expanded into investment banking with Centrum before joining Credit Saison in 2020. Under his leadership, Credit Saison India achieved a AAA rating in 2022. Known for his strategic approach, Anudeep and his team has raised over ₹22,000 crore in the last 4 years and built a diverse lender base of banks, mutual funds, and corporates.