About Waytogo
Eleven years inside the institutions we now help diagnose.
Founded in 2015, Waytogo grew out of recruitment, executive search, and corporate training across banking, financial services, and insurance — close enough to institutions to see the patterns that eventually became a diagnostic model.
01 - The Story
Built inside the sector before it was formalized into a model.
Waytogo Consultants was built initially around recruitment, executive search, and corporate training for BFSI. Over more than a decade, that work placed the firm inside some of the largest banks and asset management companies in the industry — not simply as an observer, but as a partner finding, placing, and training the people who ran them.
02 - What We Kept Noticing
Why do capable people and well-run institutions still drift toward decline without anyone doing anything identifiably wrong?
That question kept returning in sharper form. Watching the pattern repeat across sophisticated organizations is what eventually became a genuine diagnostic model — not an abstract theory, but one built from what repeated direct exposure to institutions actually showed.
The Fault Line is the formal expression of that model. The consulting practice is where the model meets organizations and leaders directly.
03 - How We Are Structured Today
Different needs should lead to different practices — not one brand trying to do everything.
Organizational and leadership diagnosis
The consulting practice applies the model to structure, behavior, leadership, followership, and fit.
CXO-level executive search
For organizations that do not need to diagnose the leadership they have — they need to find the leader they are missing.
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Broader talent acquisition and staffing support across mass and specialist hiring requirements.
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04 - Leadership
More than twenty-five years across banking, financial services, and talent development.
Vikram Tewari has led organizations in India and the United Kingdom, including senior roles at ICICI Group and IndusInd Bank. The model grew from that long exposure to leadership, institutions, incentives, and the gap between what organizations say and what they repeatedly do.
05 - The Model Behind the Work
The Fault Line connects the book, the organizational work, and the leadership work.
The book lays out the underlying model in full. The consulting pages show how the same structure is read in collectives and in the people who lead and follow within them.
Read About The Fault Line
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