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Religare Broking Appoints Vijay Kumar Goel As MD

Religare has strengthened leadership to scale core broking business and expand wealth product distribution; Vijay Kumar Goel has taken charge of strategic growth, client engagement and digital capabilities.

MM Desk by MM Desk
February 9, 2026
in Business, People Spotting
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Religare Broking Appoints Vijay Kumar Goel As MD

Religare Broking has appointed Vijay Kumar Goel as Managing Director to strengthen its leadership as the company has sharpened its focus on scaling its core broking business and expanding wealth product distribution offerings. He has been tasked with driving the firm’s strategic growth agenda, strengthening client engagement and enhancing its digital and research capabilities in line with evolving capital market dynamics.

Goel has brought over three decades of experience across the banking and financial services sector. He has worked across broking, retail NBFC, asset management, investment and insurance products distribution, private wealth management and affordable home finance. He has also been a national rank holder Chartered Accountant and a qualified Cost Accountant.

He has spent over 14 years with the Motilal Oswal Group, where he has served as Managing Director and Chief Executive Officer across broking and distribution, private wealth management and home finance businesses at different stages. Earlier, he has spent 11 years with the Aditya Birla Group across multiple financial services businesses, where he has begun his career in 1994. Prior to joining Religare Broking, he has been self-employed as an Executive Coach and Business Growth Consultant, where he has mentored senior leaders and advised financial services organisations on growth and transformation.

Indranil Choudhury, Group CHRO, Religare Enterprises, said, “Vijay brings a strong blend of market understanding, proven execution capability, and leadership experience. His appointment reinforces our commitment to strengthening Religare’s core broking business and wealth distribution business, while continuing to enhance customer-centricity and technology-led capabilities. We believe his appointment will be instrumental in advancing company’s next phase of growth.”

Vijay Kumar Goel, Managing Director, Religare Broking, said, “India’s capital markets are witnessing structural growth driven by rising retail participation, expanding investment products, and increasing digitisation. Religare Broking has a strong platform and legacy, and I look forward to building on this foundation by strengthening our core broking and product proposition, deepening client relationships, and leveraging technology to deliver differentiated and scalable growth.”

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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