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      Manoj serves as the Non-Executive Chairman and Office Managing Partner of Mumbai office at KPMG in India. He is an alumnus of Sydenham College, Mumbai and is professionally qualified as a Chartered Accountant, Cost Accountant, and Certified Public Accountant (U.S.).

      With over three decades of professional experience, particularly in the banking and financial services sector, Manoj has been with KPMG in India for more than 28 years. While he specialises in the Financial sector, over the years, he has amassed extensive experience across various industries and service lines, holding multiple leadership roles within the firm. 

      As the Office Managing Partner of Mumbai, Manoj is dedicated to building strong client relationships, enhancing brand recognition, leading strategic growth initiatives, and fostering close collaboration across service lines to deliver a unified and integrated client experience.

      In his previous role as the Head of Risk Advisory, Manoj spearheaded initiatives aimed at strengthening KPMG in India’s market presence in Risk Management, including Governance, Risk and Compliance Services (GRCS), CFO Advisory, Financial Risk Management, Forensic and Forensic Managed Services. He was committed to adapting risk advisory services to evolving market needs and technological advancements, ensuring the firm remained at the forefront of risk advisory solutions. His leadership emphasised innovation, client‑centric services and talent development within the organisation.

      1. Area of expertise
        Banking and Financial Services: Expertise in risk frameworks and assurance for banks, NBFCs, funds, and asset managers

        Assurance and Due Diligence Services: Extensive experience in assurance, financial due diligence and international reporting standards

        Regulatory Compliance and Governance: Active participation in financial sector regulatory discussions

        Risk Advisory and Management: Strategy, governance, and compliance across industries

        Mentorship and Talent Development: Committed to guiding and developing future leaders

      2. Education & qualification

        Bachelor of Commerce, Mumbai University

      3. Accreditations

        Member of the Institute of Chartered Accountants of India

        Graduate Member of the Institute of Cost and Works Accountants of India

        Certified Public Accountant (U.S.)

      4. Professional Associations

        Member of the BFSI committee of Bombay Chamber of Commerce and Industry 2024-25 and 2025-26

        Board of Advisors, Enabling Leadership – a global non-profit focused on youth leadership through creative learning

        Member of the AMCHAM Western Region Executive Committee 2025-26

      Insights

      Manoj Kumar Vijai says AI, innovation and leadership will redefine India’s banking sector at the BT Banking & Economy Summit

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      Manoj Kumar Vijai shares his insights on fraud prevention at International Fraud Awareness Week.

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      Manoj Kumar Vijai shares his views on wellbeing of people at workplace.

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      Internal control lapses are the key reason frauds happen, reveals KPMG in India’s latest survey

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      Manoj Kumar Vijai
      Manoj Kumar Vijai

      Non-Executive Chairman, Office Managing Partner - Mumbai

      KPMG in India

      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.

      Manoj Kumar Vijai
      Manoj Kumar Vijai

      Non-Executive Chairman, Office Managing Partner - Mumbai

      KPMG in India

      • Budget 2026 is ambitious and timely. As India accelerates infrastructure, manufacturing, and AI-led growth, the real differentiator will be how well governance, risk management, and accountability are embedded into execution - not treated as afterthoughts.

      • Union Budget 2026 presents a forward-looking roadmap for India’s journey towards Viksit Bharat, anchored in Yuva Shakti, large-scale infrastructure, and technology-led growth. The significant increase in public capital expenditure to INR 12.2 lakh crore, alongside new economic regions, freight corridors, waterways, and high-speed rail networks, underscores the Government’s intent to accelerate execution and strengthen supply-chain efficiency. The emphasis on frontier manufacturing sectors - such as semiconductors, bio-pharma, chemicals, and MSMEs - signals a decisive move towards building globally competitive industrial capabilities, with tier-2 and tier-3 cities positioned as the next growth frontiers.

        The proposal to set up a new Banking Committee for Viksit Bharat is a timely step towards strengthening financial-sector governance, improving credit flow discipline, and aligning banking reforms with India’s long-term growth and risk-resilience priorities. As NBFCs, MSMEs, and private capital play a larger role in financing and execution, robust governance frameworks, transparent controls, and effective risk management will be critical to prevent execution slippages, manage third-party risks, and safeguard public and private capital. The renewed focus on AI, quantum technologies, and digital infrastructure further elevates the need for strong data governance, cyber resilience, ethical AI frameworks, and forensic readiness.

        The Budget’s commitment to fiscal consolidation, simplified tax laws, and ease-of-doing-business reforms reinforces the message that sustainable growth must be underpinned by disciplined execution, institutional trust, and accountability. For businesses, success in this next phase will depend not just on opportunity, but on how effectively risk, compliance, and governance are embedded into strategy and operations.

      Manoj Kumar Vijai
      Manoj Kumar Vijai

      Non-Executive Chairman, Office Managing Partner - Mumbai

      KPMG in India

      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.

      Manoj Kumar Vijai
      Manoj Kumar Vijai

      Non-Executive Chairman, Office Managing Partner - Mumbai

      KPMG in India

      India is entering a phase of strong optimism and capital inflows, but true financial leadership lies in ensuring that this capital is not just fast-moving, but sustainable and stable. The next growth arc will be defined by how well we balance opportunity with resilience - making sure the funds we attract are sticky, long-term, and aligned with India’s strategic edge.

      Manoj Kumar Vijai
      Manoj Kumar Vijai

      Non-Executive Chairman, Office Managing Partner - Mumbai

      KPMG in India

      Japan and India have forged a relationship defined by mutual respect, forward looking ambition and a shared belief in the power of innovation. Japanese companies have contributed significantly to India’s growth, shaping industries, elevating quality standards and strengthening our global competitiveness. Our ambition is to expand this momentum by fostering deeper cooperation, creating new avenues for investment and technology exchange, and further strengthening the economic corridor between our two nations. By working collectively, we can unlock meaningful opportunities that support enduring growth and mutual prosperity.

      Manoj Kumar Vijai
      Manoj Kumar Vijai

      Non-Executive Chairman, Office Managing Partner - Mumbai

      KPMG in India

      This Internal Audit awareness month, it is time to recognise the growing significance of  Internal Audit as a strategic enabler in an era of volatility and transformation. Internal audit is undergoing a profound transformation. With stakeholder expectations growing and emerging risks—from geopolitics, cyber threats to ESG - reshaping the business landscape, the role of internal audit has expanded far beyond traditional assurance.

      The bar for governance and risk management continues to rise, and Internal Audit is central to meeting it with agility, independence, and a deep understanding of the business. Today, it’s about delivering strategic insights, anticipating risks, and enabling resilience. Powered by technology and AI, internal auditors are now equipped to provide sharper foresight, real-time assurance, and greater impact. From identifying gaps to being trusted advisors, internal audit is more relevant than ever - driving integrity, transparency, and value in a rapidly changing world.

      Manoj Kumar Vijai
      Manoj Kumar Vijai

      Non-Executive Chairman, Office Managing Partner - Mumbai

      KPMG in India

      Inspiring to see so many leaders from the financial services tech and digital world come together with clarity and purpose. Financial services is transforming fast, and future readiness will depend on how we continue to connect, collaborate, and lead with intent. True to its theme, the third edition of the huddle was more than an event; it was a step toward building institutions truly prepared for what lies ahead. We will aim to continue this journey together.

      Manoj Kumar Vijai
      Manoj Kumar Vijai

      Non-Executive Chairman, Office Managing Partner - Mumbai

      KPMG in India

      Geopolitical shifts are forcing CFOs to rethink supply chain architecture. From satellite facilities to optionality in logistics, the focus is shifting from scale to agility. CFOs must lead with long-term commitment, especially in volatile global environments. India’s strength won’t come from competing on cost; it will come from engineered products, process innovation and logistics. Risk management, scenario planning and treasury coordination are now central to financial leadership.

      Manoj Kumar Vijai
      Manoj Kumar Vijai

      Non-Executive Chairman, Office Managing Partner - Mumbai

      KPMG in India

      • Fraud Awareness Week: Building Cultures of Integrity

        International Fraud Awareness Week is a strategic checkpoint for leaders committed to safeguarding trust. Fraud prevention isn't just about smarter systems or tighter controls. It's about building a culture where integrity is instinctive and accountability is shared.

      • From Vigilance to Resilience: The Culture of Fraud Prevention

        Fraud is industry‑agnostic and evolves at the speed of business. Our strongest defense is awareness—empowering people to speak up early—backed by clear reporting mechanisms and data‑led vigilance. A combination of three factors is crucial:
         

        • a culture where speaking up is safe,
        • governance that assigns real accountability, and
        • technology that turns data into early warning.
           

        Most breakdowns don’t start with a headline—they start with small anomalies that go unreported or unanswered. We must equip teams to recognise red flags, use analytics to detect patterns in real time, and rehearse our response so decisions aren’t made on hunches. When this is done consistently, vigilance becomes resilience.

      • Turning Regulatory Intent into Readiness: Insights from our Bank CFO Meet

        At the Bank CFO Meet, one theme stood out: regulation isn’t just a compliance exercise—it’s a readiness challenge. The RBI’s draft ECL framework is a signal for Bank CFOs to act now, not later. Aligning intent with execution means bridging gaps in data, models, and governance before they become bottlenecks.

         

        Three actionable takeaways:

        • Start early, start with data. Map model, data, and disclosure gaps now so year one becomes a learning loop—not a scramble.
        • Make finance–risk–audit collaboration the default. Clear ownership and documented judgements shorten the distance from signal to decision.
        • Embed accountability with real-time visibility. Analytics surface weak signals; culture and governance ensure they’re acted on—fast.

      Move beyond simply meeting deadlines and embrace financial reporting as a cornerstone of strong corporate governance and long-term credibility
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      India is navigating global uncertainty with resilience, domestic conviction, and reforms that strengthen its economic architecture for the future
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      India must evolve from being a destination for capital to becoming a platform and originator, leveraging technology, international financial centers
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      Boards must go beyond oversight, anticipate risks, read silent signals, and build trust for resilience in a complex governance era
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      Japan-India relationship is not just about trade or technology; it is about a shared belief in progress through partnership
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      AI is revolutionising how organisations govern third-party relationships, elevating oversight from periodic reviews to continuous, intelligent risk governance
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      Wellbeing is about creating workplaces where individuals feel seen, valued, and inspired
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      By building resilient and innovative supply chains with strategic foresight, CFOs can lead through geopolitical shifts and redefine legacy
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      To stay ahead, CFOs need to build on the foundation of leading with a mindset that sees change not as a disruption but as an opportunity
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      Build a workplace where awareness, accountability, and swift action are part of the culture
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      Indian businesses navigate a transformed global landscape marked by geopolitical shifts, tariff-led uncertainty, and technological politicisation
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      Explore how your organization can navigate the complexities of geopolitics with confidence and turn challenges into opportunities for success
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