Who We Work With
Families and individuals come to Vedicology Advisors at specific moments. Not when things are going smoothly, but when the weight of a decision exceeds what their existing advisory circle can address. These are inflection points — the transitions in a family’s life where the questions being asked are no longer about money, but about identity, purpose, legacy, and what comes next.
Families and Individuals at Inflection Points
Succession Is Approaching
The founder has built the enterprise over decades. Now the question of who takes it forward can no longer be deferred. But succession in a family business is never just a question of who is named. It is a question of whether the family has had the conversations it needs to have — about who leads, who steps back, what the founder’s life looks like after, and whether the next person in the chair is ready not just for the role but for the weight that comes with it.
These conversations are difficult precisely because they involve the people who matter most. A financial advisor can structure the ownership transfer. A lawyer can draft the documentation. Neither is equipped to sit with a patriarch and his children and navigate what is, at its core, a conversation about mortality, identity, and trust.
This is where our work begins — in the space between the plan on paper and the reality of a family in transition.
Family Business & Succession Planning →
A Liquidity Event Has Occurred or Is Imminent
A business has been sold, an IPO has been completed, or a significant asset has been liquidated. The financial event is managed by bankers and lawyers. What is rarely managed is what happens to the people holding the wealth afterwards.
The sudden presence of significant capital surfaces questions that did not exist before — or that were easy to defer when the business absorbed all the family’s energy. What is this wealth for? Who are we without the enterprise that defined us? How do we make decisions together now that the structure that held us together — the business itself — is gone?
These are questions about identity, not about asset allocation. They require a different kind of advisory.
The Next Generation Is Entering the Family Business
The heir is twenty-five, or thirty, or thirty-five. They have completed their education, perhaps worked elsewhere for a few years, and are now entering the family enterprise. The financial preparation is handled. The operational induction is underway. But the deeper question remains largely unaddressed: is this person ready — not as a professional, but as a human being — to carry the weight of stewardship?
Inheriting wealth and responsibility that you did not build creates a specific set of challenges. Questions of identity, purpose, and legitimacy arise that the previous generation rarely faced, because the previous generation built something from nothing and that act of building answered most of those questions for them.
Working with the next generation on these questions is most valuable between the ages of eighteen and thirty-five — before formal entry into leadership, while there is still space to develop a sense of self that is independent of the family’s wealth and the family’s expectations.
A Couple or Family Is Relocating
The move is usually between India and the Gulf — though it may involve any geography where Indian business families have established themselves. The logistics are manageable. What is less manageable is what the move surfaces beneath the logistics.
Relocation forces questions that settled life defers. How does a couple align on where to raise their children when one partner has deep family obligations in India and the other has built a career in the Gulf? What happens to inherited property and family relationships when the distance becomes permanent rather than temporary? How does the family navigate the expectations of the extended family while building a life that reflects their own values?
These are not questions about visas and tax residency. They are questions about identity, obligation, and what a family actually wants from its life — questions that benefit from both psychological understanding and an awareness of the cultural and spiritual frameworks that inform how Indian families make decisions.
Philanthropic Intent Exists but No Structure Does
The family wants to give. The intent is genuine — driven by conviction, by legacy consciousness, by a generational shift in values, or by the rising CSR obligations that accompany a family enterprise. But wanting to give and knowing how to give are different things entirely.
The gap is not the absence of generosity. It is the absence of someone who can guide the family from philanthropic intent to a functioning institution — someone who understands what it actually takes to set up, govern, and sustain a structured charitable organisation. Lawyers can incorporate a Section 8 company. They cannot tell you how to design scholarship criteria, build relationships with beneficiary communities, manage programme delivery, or report meaningfully on outcomes.
Praveen Saanker can — because he has done all of it. The Vedicology Foundation, co-founded with Vandana Praveen, is a Section 8 non-profit with active scholarship programmes across six categories, serving orphaned youth and single-parent adolescents across India. The guidance offered to families considering their own philanthropic structures comes from that lived operational experience.
The Question of Purpose Has Arrived
The patriarch or matriarch is asking a deceptively simple question: what do I actually want from life now that financial security is no longer the goal?
This question arrives at different ages and for different reasons. Sometimes it follows the sale of a business. Sometimes it surfaces when the children have established themselves and the founder’s role in the family shifts. Sometimes it appears without a trigger — simply as the natural reckoning that comes when a person who has spent decades building something pauses long enough to ask what it was all for.
It is one of the most important questions a person can ask. And it is one that almost no one in a wealthy family’s existing advisory circle is equipped to address — because it is not a financial question, not a legal question, and not a business question. It is a human one. It requires someone who can sit with the weight of it, who understands the psychological dimensions of identity after achievement, and who can draw on frameworks — including the Vedic traditions that many Indian families hold dear — to help the person find their own answer.
A Family Conflict Is Threatening More Than the Business
The dispute may be between generations — a father who will not let go and a son who cannot find his footing. It may be between siblings who hold different visions for the enterprise their parents built. It may be between spouses who have never aligned on what wealth means to each of them. Whatever its shape, the conflict has reached a point where it is no longer just a business disagreement. It is threatening the relationships that hold the family together.
Most families attempt to resolve these conflicts either through legal channels or through silence. Neither works. Legal processes tend to harden positions and damage relationships further. Silence allows resentment to compound. What is needed is facilitated conversation — a space where the family can address what is actually happening, with someone who understands both the emotional dynamics and the structural realities of the enterprise.
This work involves mediation, but it goes further. It addresses the underlying patterns that created the conflict, builds structural safeguards to prevent recurrence, and — where possible — helps the family move from resolution to reconciliation.
Couple & Relationship Coaching →
Grief or Loss Has Disrupted the Family System
The loss of a business founder or family patriarch changes everything in a family system. The grief is personal, but its effects are structural. Leadership suddenly becomes uncertain. Decisions that were deferred while the founder was present now demand immediate attention. Family members who relied on the founder as the centre of gravity find themselves adrift — emotionally and organisationally.
The advisory world typically responds to this moment by focusing on asset transition, estate execution, and legal compliance. All of it necessary. None of it addresses the grief itself, or the way that grief distorts decision-making, fractures family unity, and creates vacuums that are filled by whoever moves first rather than whoever is most suited to lead.
Working with a family in this moment requires the ability to hold both dimensions at once — the structural and the emotional. The governance questions and the grief. The succession plan and the human beings who are trying to find their footing while mourning someone who held everything together.
Family Business & Succession Planning →
If You Recognise Your Family in These Moments
These inflection points are not exhaustive. Families are complex, and the moments that bring someone to this practice are as varied as the families themselves. What they share is a common characteristic: the questions being asked have outgrown the answers available from the professionals already in the room.
All advisory and coaching work is conducted directly by Praveen Saanker. Engagements are relationship-based rather than transactional. Consultations are available in Chennai and Dubai, and remotely for clients internationally.
If you see your family in any of the moments described on this page, we invite you to begin with a private conversation.