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Client A global BFSI enterprise (multi-brand, acquisition-led growth) with a centralized marketing function supporting multiple business lines and regions. The Ask The client didn’t want a “PPC person.” They needed an omnichannel performance marketer who could operate across: This role sat at the intersection of performance + communications + brand risk, which is why it […]

Engagement snapshot Context A newly merged digital agency was consolidating teams, workflows, and client delivery structures. As expected in M&A transitions, a few team members opted to exit during the integration phase. Normally, that’s manageable. Except this time, the exits hit a Search/SEO unit supporting an enterprise account worth ~$100K/month. The business needed replacement capacity

We partnered with a global, multi-market digital agency supporting enterprise brands across marketing websites, landing pages, and web apps where delivery is tightly tied to client billing and sprint timelines. They needed to hire multiple web developers across ongoing projects, but the agency’s operating model made “a simple web dev search” almost impossible. The Challenge:

Global BFSI organisations don’t struggle because they “lack content.” They struggle because their content supply chain is fragmented: That’s why more enterprise leaders are moving towards centralised content studios and increasingly, placing them in India, not as a cost play, but as a scale + speed + governance play, aligned to revenue outcomes. In one

Snapshot A global BFSI enterprise needed to scale an in-house creative studio in Bangalore (print + digital + brand/visual design). They brought us in because we specialise in hiring designers across production, visual, branding, and creative leadership, especially for high-volume, business enablement studios. Key impact: We reduced sourcing churn from 27 resumes per interview to

ContentClient Context A Fortune 100 BFSI organisation was setting up its first Knowledge Management (KM) team in India to support high-stakes, regulated, global proposal workflows. Their definition of “Knowledge Management” had two distinct parts: The Real Business Need This team served two outcomes: 1) A shared internal knowledge engine A knowledge backbone used across multiple

Overview We helped two organizations build high performing email marketing delivery teams in India: Same problem. Same playbook. Two very different operating environments. The shared problem Email marketing performance breaks when tooling, data readiness, and stakeholder communication aren’t designed as one system. Both needed a team that could execute reliably and raise the maturity of

Overview A large global FinTech enterprise ran high volume events across multiple regions (AU/NZ, US, EU, LATAM, APAC, UK). While event activity was strong, the organization wasn’t seeing meaningful downstream movement where event-sourced leads were taking months to qualify, and conversion visibility was poor. ConsonantOne was engaged to diagnose the operating gaps behind this leakage

A design team doesn’t just make screens look better. In high-velocity product organisations,  especially fintech, design becomes a delivery lever. It determines how quickly a product team can reduce ambiguity, validate assumptions, and ship experiences that customers trust. That’s why, when we partnered with a design leader at a global fintech company to hire a