“Transformation works when people trust the plan, understand the trade-offs, and can measure progress without politics. Our job is to make that real—end to end.”
Chief Executive Officer
As Founder and CEO of Oxford50, Subrato is a globally recognised transformation leader who combines advisory depth with delivery pragmatism—helping executives improve customer outcomes, lift operational performance, and accelerate value realisation.
A globally recognized business leader, Subrato Basu’s career spans over 20 years, focusing on business transformation and digital strategy. His consulting work includes The Research Board (Gartner), collaborating with Fortune 500 organizations such as Toyota, HSBC, Coca-Cola, and Philips.
Chief Data Scientist
A trailblazer in predictive analytics and machine learning, Todd builds models that translate real-world purchasing behavior into actionable market segmentation and growth strategy.
A trailblazer in data science and predictive analytics, Todd Robison’s career is rooted in groundbreaking work that revolutionized market segmentation through machine learning and AI-driven consumer analytics. With postgraduate credentials from Hochschule St. Gallen and Thunderbird School of Global Management, Todd specializes in algorithms that decode consumer preferences through purchasing decisions.
Managing Partner, CXO Practice
Richard Yao as Managing Partner for Oxford 50’s CXO Practice, Richard supports CEOs, COOs, CIOs/CDOs, and transformation leaders to translate strategy into execution: stabilising core services, modernising operating models, improving delivery performance, and building governance that stands up in complex, vendor-rich environments. His work is anchored in real-world accountability—clarity of ownership, measurable outcomes, and practical change adoption across teams and stakeholders.
Richard has been a senior BP leader and trusted operator-advisor at the intersection of energy operations and enterprise technology. He brings deep, hands-on expertise across upstream and broader oil & gas environments—where reliability, safety, and continuity of service are non-negotiable—and pairs it with disciplined IT leadership grounded in ITIL and modern service management practices.
Richard helps leadership teams move from “plans and frameworks” to dependable execution—improving service reliability, accelerating change adoption, and creating governance that enables performance across complex energy and enterprise IT ecosystems.
Chief Governance Officer
A governance and compliance specialist with deep corporate law experience, Raju strengthens operating resilience by aligning legal frameworks with strategic growth.
Raju Ananth is a seasoned governance expert with extensive experience in corporate law and compliance. Over his 30-year career, he has shaped governance frameworks and mitigated risk for global organizations across travel, packaging, and financial services.
Chief Strategist
Srinath Sridharan is a strategic counsel with over three decades of experience advising leading corporates, boards, and promoters across sectors. His work focuses on leadership and governance transformation, succession planning, business scaling, and building institutional resilience. He also works as a CEO coach.
He is the author of Family and Dhanda—a widely acclaimed book on Indian family businesses—and Life’s 101 Greatest Secrets. His earlier co-authored works include Time for Bharat, Newsprint to Heartprint, and Reimagining ESG. Srinath is a Visiting Fellow at the Observer Research Foundation.
He writes and speaks extensively on governance, leadership, and the intersection of technology, institutions, and society.
With over two decades of strategic counsel and corporate leadership, Srinath Sridharan has played pivotal roles across automotive, finance, and e-commerce. A former Group Management Center (GMC) leader at Wadhawan Global Capital, he is recognized for driving operational excellence and stakeholder engagement on a global scale.
Managing Partner – Board Practice & CEO Advisory
Gautam Bardoloi is Managing Partner, Board & CEO Advisory, leading Oxford 50’s work with Chairs, directors, and C-suite leaders on the decisions that sit at the heart of governance and performance. He holds P&L and delivery accountability for the practice, ensuring the right teams and partners deliver measurable outcomes.
He supports boards and board committees (Audit, Risk, Tech, ESG) on strategy and growth choices, enterprise risk, governance/compliance, cyber and technology risk, major investments, M&A oversight, succession, and transformation assurance—translating complex programs into clear board-level decisions and controls.
Gautam Bardoloi is a global executive with P&L, budget and people-management experience, spanning Business & IT strategy, operations leadership, and transformation delivery across Asia, Australia, Latin America, and the US. He is known for a results-first, benefits-led approach—bringing strong governance, stakeholder alignment, and execution discipline to complex, multi-year programs.
Gautam is Partner & Director at Light House Consulting (Hong Kong) and President & Honorary Board Member of the Forum of Indian Professionals in Hong Kong (FIPHK). Previously, he served as Vice President at Capgemini, Head of IT Strategy & Governance at Hong Kong Jockey Club—where he shaped a 10-year modernization roadmap underpinning a multi-billion-dollar investment plan—and held senior consulting leadership roles at IBM Global Business Services (Partner, Growth Markets), PwC Consulting, and Accenture.
He helps leaders convert strategy into execution—building the operating model, governance, and delivery cadence that turns “big plans” into measurable outcomes. His work spans process and performance improvement, transformation governance, portfolio and investment prioritisation, cost optimisation and value tracking, and M&A integration across process and technology—ensuring change sticks and becomes a sustainable way of working, not a one-off program.
Across markets, Gautam is often sought out for three distinctive strengths: first, deep cross-cultural decision-making experience shaped by working across 20 countries; second, a practical understanding of China’s supply chain and manufacturing value chain, from upstream dependencies to execution realities; and third, the ability to translate ambition into a clear transformation plan—an execution roadmap with milestones, owners, governance, and value realisation built in.