Marketing, sales, BD, and operations leaders for jewelry and D2C brands. Sourced from competitor companies. Benchmarked on real pay data.
// Talent sourced from India's leading consumer & jewelry brands
What we verify before a single job description gets written.
The typical ask above current CTC. We map the market before you lock a budget.
Market Mapping FirstThe cost of replacing a senior hire brought in to "transform" but never given real authority to act.
Mandate Defined at OfferThe difference between actual pay and CTC at legacy brands. We verify bank credit, not slips.
Real Compensation DataPerformance Marketer, BDM, Founder's Office, the hardest roles to fill in 2026. None of these people are job-hunting.
Direct HeadhuntingPick a role and your store count. Get a live compensation range from our 2025-26 market mapping across Category A, B, and C jewelry & D2C brands. Play with the tool below.
The best hires aren't applying anywhere. They respond to a confidential, well-researched approach, before any job description exists.
We confirm what the role pays across your category and city before you lock a budget.
Outcomes, authority, and KPIs for the next 12–24 months, before writing a job description.
We approach people already at scale inside competitor brands, candidates self-select in before your name is disclosed.
A realistic uplift is 25–30%, not the 40–50% many brands blindly offer. We give you that number upfront.
Three function families. Deep specialisation inside each. These are the roles that decide whether a growth-stage brand scales or stalls.
Four things a category specialist knows about your market before any conversation about a candidate begins.
Talent is moving from BlueStone and CaratLane into growth-stage brands. We know who's movable and what pulls them.
Surat and Thane-based brands face a conversion challenge, not a sourcing one. We structure Core-Flex relocation that actually closes.
Candidates ask 20–40% above current CTC. We flag the inflated asks before they cost you a boardroom meeting.
India's gems & jewelry market is scaling from $101B to $169B by 2030. This hiring need is structural, not cyclical.
We needed a performance marketer who had actually operated under real ROAS pressure in our price range. Boardroom CXO came back with candidates from the exact brands we benchmark against. The shortlist was sharper than anything we had seen from a generalist firm.
We had budgeted at a number that no serious BDM would have moved for. Boardroom CXO told us that before we ran the search, and told us what the market actually looked like. We adjusted, ran the search, and closed the hire in under 60 days.
We were at the 30-store stage and needed a senior BD head who had done this before. Every candidate Boardroom CXO presented had direct franchise and expansion experience from comparable brands. No learning curve, no compromise.
The factories were clean. Bharat Puri rebuilt the packaging anyway, absorbed the cost, and never raised the price on the pack. Sales recovered fully within eight months.
Read Article →
India was free, but the farmers who milked their buffaloes still had no say in what their milk was worth. Kurien stayed to fix the ownership. Amul crossed ₹1 lakh crore in April 2026.
Read Article →
At 26, with no turnaround record, he fixed the machine before touching the market, then made Eicher Motors smaller on purpose. Royal Enfield crossed ten lakh motorcycles sold in FY25.
Read Article →Brief us on a mandate and we will come back with a market map: what the role pays across your category, who is movable, and what offer structure actually closes, before you commit a budget.
