Insights
Vedicology Advisors publishes occasional perspectives on the deeper questions that wealth creates for Indian families and family-owned enterprises. Each piece draws from direct experience across advisory, coaching, and Vedic consultations — and from the operational realities of building and governing a Section 8 non-profit organisation. These are not summaries of industry trends. They are observations from practice.
Perspectives from Practice
The families we work with navigate questions that sit at the intersection of several disciplines. A succession decision is never only a business matter — it involves psychology, family dynamics, and often a reckoning with identity and purpose. A philanthropic aspiration does not become a functioning institution through good intentions alone — it requires governance, operational commitment, and years of sustained effort. A decision about when to act on a major acquisition or transition is informed not only by market conditions but, for many serious Indian families, by frameworks of timing and alignment that have guided decision-making for centuries.
The advisory and professional literature tends to address these questions one discipline at a time. The banker writes about succession from a financial lens. The psychologist writes about it from a therapeutic lens. The family business consultant writes about governance structures. Each perspective is valid. What is less common is writing that holds several lenses simultaneously — because it requires having worked across those disciplines, not merely having read about them.
That is what this section offers. Each piece is written by Praveen Saanker from direct engagement with the questions it addresses — informed by over two decades in senior roles at HSBC and ASK Wealth Advisors, a doctorate in clinical psychology, deep expertise in Vedic Astrology, Numerology, and Vastu Shastra, and the operational experience of having co-founded and governed the Vedicology Foundation, a Section 8 non-profit serving orphaned youth across India.
Language Note: The credentials are stated as facts, not claims. No superlatives. No “unique blend” or “holistic approach.” The reader draws the conclusion about integration. “Deep expertise” is used for Vedic sciences as established in V4. The Foundation is named with operational specificity (Section 8, orphaned youth) as a trust signal, not a charity appeal. Vandana Praveen’s co-founding role is acknowledged implicitly through “co-founded.”
What We Write About
Every piece published here crosses at least two of the disciplines that inform the practice. Topics include but are not confined to:
Succession and the human questions underneath it — what families struggle with when the founder steps back, how the next generation experiences the weight of stewardship, and why the emotional dimension of succession is the one most often left unaddressed.
Governance as a living practice — how family constitutions work in practice (and how they fail), what it means to integrate dharmic principles into institutional decision-making, and the gap between governance structures on paper and governance that actually holds under pressure.
Wealth, identity, and purpose — the psychological questions that arise when financial security is no longer the organising force in a person’s life, how inherited wealth shapes the next generation’s relationship with agency and meaning, and what “enough” looks like for families that have more than enough.
Philanthropy from the inside — what it actually takes to move from charitable intent to a functioning institution, the governance challenges that most families do not anticipate, and observations from building and running the Vedicology Foundation.
Vedic frameworks and modern decision-making — how Muhurta, Vastu Shastra, and numerological analysis function as decision-support tools for families navigating major transitions, and why sophisticated Indian families continue to integrate these frameworks alongside financial, legal, and strategic counsel.
Conflict, loss, and the life of the family — how grief reshapes family dynamics and business continuity, how unresolved conflict between siblings or between generations threatens not just the enterprise but the relationships underneath it, and the role of coaching in navigating these inflection points.