India's digital journey has created a strong foundation for the future of financial services. As technology reshapes the industry, the opportunity lies in harnessing innovation responsibly to drive sustainable growth, greater inclusion and lasting value for the economy.
Manoj Kumar Vijai serves as the Non-Executive Chairman of KPMG in India. A senior professional services leader with more than three decades of experience, including over 28 years with KPMG in India, he has worked extensively across financial services, assurance, risk advisory, governance, clients and markets, and firm leadership.
As Non-Executive Chairman, Manoj works closely with the Board and the India Leadership Team to support the firm’s long-term direction and sustainable growth. His role encompasses oversight of strategy, governance, culture, brand, and risk, together with a strong focus on clients and markets. He works alongside Lead Partners serving some of the firm’s largest clients and business groups, helping deepen relationships with board members and senior leaders, connect clients with the breadth of KPMG in India’s capabilities, and strengthen the firm’s presence in the market.
Over the years, Manoj has had the opportunity to perform various leadership roles in assurance, risk consulting and clients and markets space. As Office Managing Partner for Mumbai for more than three years, he focused on building trusted client relationships, enhancing brand visibility, advancing strategic growth initiatives, and fostering collaboration across service lines to deliver a connected and consistent client experience.
Previously, for nearly 25 years in audit and assurance, Manoj worked with banks, non-banking financial companies, asset managers, investment funds, and diversified enterprises on assurance, governance, financial due diligence, regulatory matters, risk management, and financial reporting under Indian GAAP, IFRS, and U.S. GAAP.
As Head of Risk Advisory, a role he held until 31 March 2026, Manoj led a broad portfolio covering Governance, Risk and Compliance Services, CFO Advisory, Financial Risk Management, Forensic Services, and Forensic Managed Services. His focus was on aligning the practice with evolving client priorities, market developments, and technology-led change, while promoting innovation, collaboration, client centricity, and talent development.
At the heart of Manoj’s leadership approach is a strong belief in people and relationships. He is committed to building enduring client partnerships, mentoring future leaders, creating high-performing teams, and bringing together diverse perspectives to address complex challenges. He regularly engages with boards, independent directors, CEOs, CFOs, regulators, and industry leaders on issues shaping business and the financial services sector.
Manoj is an alumnus of Sydenham College, University of Mumbai. He is a Chartered Accountant, a Graduate Cost and Works Accountant, and a Certified Public Accountant (U.S.).
Beyond Work
Outside his professional responsibilities, Manoj enjoys sketching, badminton, and yoga. He regularly sketches and sees in sketching a valuable parallel with leadership: meaningful outcomes are rarely created in a single stroke, but through patience, perspective, and continuous refinement. Manoj also serves as a Member, Board of Advisors, Enabling Leadership, a global not-for-profit organisation focused on developing youth leadership through creative learning.
Insights
- Intelligent, sovereign and scalable
- From digital banking to intelligent banking
- AI reshaping the boardroom
- Deepening U.S.-India trade ties
- Trends in financial reporting
- Union Budget 2026-27
- Resilience in global uncertainty
The next decade of banking will not be defined by who automates the fastest. It will be defined by who makes better decisions. As AI becomes embedded across underwriting, risk management, customer engagement and fraud prevention, banking is moving beyond digital transformation towards intelligent transformation. But with greater autonomy comes greater responsibility.
Indian boards must move from passive oversight to active AI stewardship, embedding accountability, risk discipline, and value creation at the core of governance.
As firms scale from pilots to enterprise adoption, boards must navigate a landscape defined by speed, uncertainty and structural change - without managing AI directly.
The U.S.-India economic relationship is increasingly defined by deeper commercial linkages, institutional trust and a shared commitment to long-term growth.
As trade expands across key sectors and new opportunities emerge in manufacturing, energy and technology, the focus must shift towards execution, strengthening supply chains, improving market access and ensuring regulatory predictability. Sustained collaboration across businesses and policymakers will be critical to translating this momentum into durable economic outcomes.
Good financial reporting is no longer about meeting deadlines at year end. It is about building discipline, trust and clear communication throughout the year.
Over the past few quarters, the themes for financial reporting have evolved - from Ind AS 118 and its impact on financial statements, to labour codes, and now to recent financial reporting trends, year‑end reminders, and regulatory expectations including Effective Communication Between Statutory Auditors and Those Charged with Governance (TCWG). What stood out in our breakfast session was how much the focus has shifted from just compliance to quality, clarity, and governance.
Financial reporting is moving rapidly. Expectations from boards, regulators, and stakeholders continue to rise. Timelines are getting tighter. Disclosures are getting deeper. And communication - especially between statutory auditors and TCWG - is becoming more important than ever with an objective to strengthen oversight and improve audit quality.
In times of global uncertainity, resilience becomes a true competitive advantage. As I reflect on the recent 5th Directors Meet in Mumbai, it’s clear that India is navigating global volatility with a steady hand and a long-term view. While our markets may have trailed some global indices during last year’s AI-driven surge, the underlying story is far more strategic.
When foreign capital redirected toward the global AI momentum, India's domestic investors demonstrated remarkable conviction, providing the stability our markets needed. Coupled with forward-looking reforms - from the new data protection framework to progressive labour code updates - India continues to strengthen its economic architecture for the future.
