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A senior executive in a modern Indian office
Industrial, logistics and financial environments
Two professionals in a one-to-one conversation
Executive search · India · Since 2011

Your next leader isn't applying for jobs.

They are doing well somewhere else. We find them, approach them privately, and make your case.

Find talentJob seekers
Eight practices · Twenty-eight verticals

Fifteen years inside the sectors we serve.

We already know the strong operators in oil and gas, in manufacturing, in financial services. And which reputations do not survive a reference check.

Our industriesHow we work
One consultant, brief to offer

The consultant you meet is the one who delivers.

No handover to a researcher who has never spoken with you. One person writes the brief, makes the approaches, and calls you with the offer.

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Who we are

You will always know who is running your search.

Fifteen years placing leaders and specialists across India, from a corporate office in Noida and consultants in Mumbai, Pune and Bangalore. Over 3,000 IT placements in the last three years, alongside leadership mandates for listed corporates, multinationals and large private groups.

The person who takes your brief is the person who runs the search and calls you with the offer. There is no handover, because there is no one to hand it to.

About us How a search runs
A consultant and a client in discussion
Start here

Whether you are hiring or being hired.

Two different conversations, and we would rather not make you scroll through the wrong one.

Hiring leaders reviewing a shortlist
For employers

Tell us the brief and a consultant comes back to you directly, usually the same day. Leadership mandates, specialist hiring at volume, or the strategy and compliance work that sits behind both.

Talk to a consultant
A candidate in conversation with a consultant
For candidates

Most of the people we place were not looking when we called. Search what is open now, or register once and we will get in touch when a brief genuinely fits rather than to fill a quota.

See open roles
What we do

Three ways to hire, one consultant throughout.

Whether the mandate is a single director or a hundred engineers, the person who takes the brief runs it to offer.

A leadership interview in progress

Executive search

Director to C-suite. Rarely advertised, so the work is mapping a market and approaching people who have no intention of moving.

Executive · Mid-management · Retained
A hiring panel reviewing candidates

Specialist recruitment

Over 3,000 IT placements in three years. Parallel pipelines screened on what a person actually built, not CV keywords.

IT · Project-based · Non-IT and RPO
A workforce planning discussion

Talent solutions

When the problem is the process rather than the pipeline. Hiring strategy, HR policy, payroll and compliance.

Strategy · HR consulting · Outsourcing
How it works

Four stages, roughly five weeks.

You hear from the same consultant at every one of them.

1

Discovery

We sit with you to understand the role, the team it joins and the business it has to move.

2

Approach

We go after people already succeeding elsewhere, not whoever happens to be applying.

3

Evaluation

Structured interviews and video introductions, so your shortlist arrives inside five days.

4

Offer and after

We handle negotiation and stay in touch through onboarding and past it.

Our commitment

A shortlist in five working days.

The speed comes from having no committee to satisfy and no approval layer to clear, not from sending more CVs and hoping one lands. Video introductions come attached, so you can form a view before spending an hour in a room.

A hire is a relationship. The offer letter is the beginning of it.
Industries

Eight practices, twenty-eight verticals.

Our mandates come from listed corporates, multinationals and large private groups, in sectors where a wrong senior hire is expensive in ways that do not surface for two years.

Manufacturing and engineering
Oil, gas and energy
Infrastructure and real estate
Banking, NBFC and insurance
Technology and GCCs
Pharma and life sciences
FMCG, retail and consumer
Logistics and supply chain

See all twenty-eight verticals →

Case studies

How the work actually goes.

Representative of the mandates we run. Named client versions will be published as permissions are confirmed.

A search review meeting
Energy · Leadership

A plant operations director, off-market

The title exists in fifty companies. The person who can hold a difficult site through a turnaround exists in about twelve. We mapped all twelve and approached nine.

Four finalists, offer accepted in week six
A hiring team at work
Technology · Volume

Twenty-two engineers in a quarter

Four pipelines run by skill rather than one by seniority, with weekly reporting on who declined and why. That list reshaped the client's offer by week three.

22 hires, all inside the quarter
An advisory session in progress
Manufacturing · Advisory

The pipeline was fine. The process wasn't.

A client kept losing final-stage candidates across a five-round, four-week process. We compressed it to two rounds in one day.

Same pipeline, offers accepted
Open roles

Explore 10 live mandates by function.

Every role here is one we are actively working. Pick a function to see what is open, or search by keyword and location above.

Finance1
Human Resources2
Marketing1
Operations1
Projects1
Sales1
Supply Chain1
Technology2

See all open roles →

Where we work

Four offices, one team.

Consultants on the ground in each city, because knowing a market means knowing who has just moved and who is about to.

NoidaMumbaiPuneBangalore
Get in touch

Tell us what you are trying to hire.

Even a rough brief is enough to start. We will tell you whether the role is fillable at the salary attached to it before you commit to anything.

Looking for a role instead? Search open positions or register your profile.

Talk to the consultant who will run the search.
Not a call centre, not an account manager. The person who answers is the person who does the work.
Email
contact@allysearch.com
Replies within one working day
Office hours
Monday to Friday
9.30am to 6.30pm IST
Corporate office
F-30, Sector 20, Noida 201301
Consultants in Mumbai, Pune and Bangalore
First shortlist
Five working days
From an agreed brief, with video introductions
What happens after you writeA consultant reads it, and either calls you or tells you plainly that we are not the right firm for this one. No sequence of marketing emails.
Send a briefTakes a minute. Nothing goes on a mailing list.
About us

Fifteen years, one way of working.

Ally Search opened in 2011 as a specialist executive search practice and has grown into a full talent partner without growing into a machine.

Consultants working together
Inside the firm

How we actually operate.

How we work

No client search is handed down to someone who has never spoken with you. Growth here means going deeper with the clients we already have. It is a deliberate choice with a real trade-off: we turn down mandates in sectors we do not know well, because taking them would mean learning on your time and your budget.

Where we are

The corporate office is in Noida, with consultants working across Mumbai, Pune and Bangalore. Between them they have interviewed over 545,000 candidates and placed more than 12,500 professionals, most of whom were not looking to move when we called.

What we hire for

Graduate to Director level, across Marketing, Sales, Operations, Category Management, Supply Chain and HR. At the senior end the work is headhunting in the proper sense: mapping a market, identifying the eight or ten people who could genuinely do the job, and approaching them privately.

Values

What we hold ourselves to.

Partnership

Long-term relationships with clients and candidates, not a transaction that ends at the offer.

Straight talk

If a brief is unrealistic or a candidate isn't right, we say so early rather than run out the clock.

Discretion

Senior searches are sensitive. Names, moves and mandates stay between us.

Breadth of slate

Shortlists drawn from a genuinely wide pool, so you choose from difference rather than sameness.

Services

Three ways to hire, one consultant throughout.

What changes between them is the method, not the ownership.

Overview

Three services, one owner.

Executive search meeting
One

Executive search

Director to C-suite, hired by approach rather than advertisement.

Video screening call
Two

Specialist recruitment

IT and Non-IT hiring at the volume and pace a growing business needs.

Planning session
Three

Talent solutions

The infrastructure behind good hiring, from strategy to compliance.

Capabilities

In detail.

Capabilities

What each service covers.

A leadership shortlist discussion

Executive search

Executive recruitment, mid-management, retained search, confidential mandates, succession mapping, and market intelligence on what comparable roles actually pay.

A hiring team reviewing candidates

Specialist recruitment

IT and Non-IT recruitment, project-based hiring, RPO, volume campaigns, and contract resource where notice periods make a permanent hire too slow.

An advisory conversation

Talent solutions

Recruitment strategy, HR consulting, compensation benchmarking, manpower outsourcing, statutory compliance, and onboarding support through the first six months.

Engagement

How we work together.

The right model depends on how critical the role is, how confidential it has to be, and how much of the process you want to keep in-house.

Retained

An exclusive mandate with the fee staged across the search. Dedicated research time, full market mapping and an agreed reporting rhythm.

Best for board and C-suite roles

Exclusive contingent

We are the only firm on the role and are paid on placement. The exclusivity is what makes a proper market map worth doing.

Best for senior functional hires

Volume campaign

Parallel pipelines by skill, priced per hire, with weekly reporting across the campaign rather than role by role.

Best for team builds and IT hiring

Embedded RPO

We run your hiring function, or a defined part of it, on a monthly basis as an extension of your team.

Best for sustained hiring over a year or more
At the first meeting

What we will tell you before you sign anything.

Whether the role is fillable at the salary attached to it. Whether we are the right firm, or whether we have not placed repeatedly enough in your sector to be useful. And how long it will honestly take once interview rounds, negotiation and a ninety-day notice period are counted in.

Our process

How a search runs.

A structured process that still bends to the brief. Four stages, roughly five weeks, one consultant throughout.

The stages

Brief to accepted offer.

1

Discovery

We sit with you to understand the role, the team it joins and the business it has to move.

2

Approach

We go after people already succeeding elsewhere, not whoever happens to be applying.

3

Evaluation

Structured interviews and video introductions, so your shortlist arrives inside five days.

4

Offer and after

We handle negotiation and stay in touch through onboarding and past it.

Consultants mapping a search plan
In practice

What each stage looks like.

A briefing meeting

Taking the brief

An hour with you and, where possible, the person the hire will report to. We ask what has to be true in eighteen months.

A candidate interview

Meeting candidates

Structured interviews against the brief, with short video introductions so you can judge before committing an afternoon.

A shortlist review

Reviewing the slate

We talk through every name, including the ones we rejected and why. That conversation often reshapes the brief.

Flexibility

Where the process bends.

Confidential searches

When a role cannot be advertised, the whole process runs off-market and approaches are made discreetly.

Volume mandates

For bulk hiring we run parallel pipelines with weekly reporting rather than one search at a time.

Retained engagements

Exclusive mandates get dedicated research time and a fixed reporting rhythm agreed at the outset.

Industries

The sectors we work in.

Sector knowledge is not a line on a capability deck. It is knowing which competitor is about to restructure, which plant has a retention problem, and which candidate's last turnaround was rather less of a turnaround than the CV suggests.

A modern process plant interior
Practices

Eight practices, twenty-eight verticals.

Industrial

  • Manufacturing and engineering
  • Chemicals and petrochemicals
  • Automotive and auto components
  • Paints, lubricants and coatings
  • Agri and allied

Energy and resources

  • Oil and gas
  • Power and transmission
  • Renewables and green energy
  • Metals and mining

Infrastructure and real estate

  • Real estate and development
  • Construction and EPC
  • Infrastructure and airports
  • Logistics and supply chain

Consumer

  • FMCG and consumer durables
  • Retail and e-commerce
  • Hospitality and travel

Financial services

  • Banking
  • NBFC and lending
  • Insurance
  • Private equity and investment

Technology

  • Technology and IT services
  • Digital and product
  • Global capability centres

Healthcare and life sciences

  • Pharmaceuticals
  • Healthcare and hospitals
  • Medical devices and diagnostics

Services and education

  • Professional services
  • Media and entertainment
  • Education and edtech

Not listed here?

  • Ask. If we have not placed repeatedly in your sector we will say so at the first meeting, rather than learn on your mandate.
Levels

What we hire into them.

Leadership

Managing directors, business and function heads, plant and project leadership, and the layer directly beneath.

Functional and specialist

Marketing, sales, operations, supply chain, finance, HR, engineering, risk and compliance, from senior manager to director.

Volume and project

IT and Non-IT teams built at pace for a new site, product line or fixed-term programme.

Functions

And the functions that cut across them.

Some skills transfer between sectors and some do not. Knowing which is which is most of the judgement in a search.

MarketingSales and distributionOperations Category managementSupply chainHuman resources FinanceEngineering and technicalRisk and compliance Technology and productProjects and deliveryStrategy

Client names and testimonials will be published once permission is confirmed with each organisation. References are available on request in the meantime.

Careers

Your next role, not just your next job.

We act as counsellor and advocate as much as recruiter. Search what is open, or register your profile so we can call you when the right brief lands.

Open roles

Search what is live now.

Function
Location
LeadershipPermanent

Vice President, Operations

Mumbai · Operations · Oil and gas

Plant and regional operations leadership for a listed energy group. P&L responsibility across three sites, reporting to the Managing Director.

Apply for this role →
LeadershipPermanent

Head of Supply Chain

Pune · Supply Chain · Manufacturing

End-to-end supply chain for an automotive components manufacturer. Network redesign mandate in the first year.

Apply for this role →
Mid-managementPermanent

Engineering Manager, Platform

Bangalore · Technology · Technology

Leading two platform squads at a global capability centre. Distributed systems depth expected.

Apply for this role →
Mid-managementPermanent

Senior Manager, Credit Risk

Mumbai · Finance · Financial services

Retail credit risk for an NBFC scaling its secured lending book.

Apply for this role →
LeadershipPermanent

Project Director, EPC

Noida · Projects · Infrastructure

Full delivery accountability on a large infrastructure programme. Contractor and client-side experience both considered.

Apply for this role →
Mid-managementPermanent

Category Manager, Personal Care

Gurugram · Marketing · FMCG

P&L ownership for a growing personal care portfolio at a listed FMCG business.

Apply for this role →
Mid-managementPermanent

Data Engineering Lead

Hyderabad · Technology · Technology

Building the data platform team from four to twelve over eighteen months.

Apply for this role →
LeadershipPermanent

Plant HR Head

Chennai · Human Resources · Manufacturing

Industrial relations and plant HR leadership for a unionised manufacturing site.

Apply for this role →
SpecialistContract

Manager, Statutory Compliance

Noida · Human Resources · Professional services

Twelve-month engagement covering payroll compliance across four states.

Apply for this role →
LeadershipPermanent

Regional Sales Head, West

Mumbai · Sales · Consumer durables

Distributor network leadership across the western region, building a parallel direct channel.

Apply for this role →
A note on hiring fraud. Ally Search never asks a candidate for payment at any stage. If anyone claiming to represent us asks you for a fee, write to contact@allysearch.com.
A candidate in interview

We call, you decide

No mass mailing. If we approach you it is because a specific brief fits what you do.

A career conversation

Advice, not a pitch

If the move is wrong for you we will say so, even when it costs us the placement.

A confidential discussion

Confidential throughout

Nothing goes to a client without your explicit permission on a named role.

These are representative of the mandates we run. Live vacancies replace them once the site is on your hosting with a job-posting plugin.

Candidates

Register your profile.

Most of the people we place were not looking when we called. Tell us what you do and what would make you move.

A note on hiring fraud. Ally Search never asks a candidate for payment, at any stage, for any reason. We do not charge registration, placement or processing fees. If anyone contacts you claiming to represent us and asks for money, it is not us. Write to contact@allysearch.com and we will confirm.
PDF or Word, up to 5 MB.

Held in confidence. Never shared with a client without your permission on a named role.

Insights

What we are learning.

Notes on hiring, careers and the Indian talent market.

Hiring

Why a smaller search partner often places better

Scale helps with reach. It rarely helps with judgement. Here is what actually changes when the firm you hire is small enough that the person you met does the work.

March 2026 · 6 min read
Insight

What fifteen years of placements taught us

Over 545,000 candidates interviewed and more than 12,500 placed. A few of the lessons were expensive, and most of them were not about candidates at all.

February 2026 · 7 min read
Market

IT hiring in India: what employers keep getting wrong

Notes from over 3,000 technology placements in three years. The market is not short of engineers. It is short of employers who can recognise them.

January 2026 · 6 min read
Hiring

Why a smaller search partner often places better

Scale helps with reach. It rarely helps with judgement. Here is what actually changes when the firm you hire is small enough that the person you met does the work.

March 2026 · 6 min read

Every search firm sells the same three things: a network, a process and a shortlist. On a capability deck they look identical. The difference shows up in who is on the other end of the phone in week three.

The handover problem

At most large firms, the partner who attends the pitch is not the person who runs the mandate. That is not a criticism, it is arithmetic: a partner carrying twelve live searches cannot personally map twelve markets. So the brief is written up and passed to a research team, and from that point the client is a set of notes rather than a conversation.

Notes lose things. They lose the pause when you described the last person who held the role. They lose the fact that the title says Head of Operations but what the business actually needs is someone who can survive a difficult plant. A researcher working from a written brief will find people who match the specification. They will not find the person who matches the situation, because the situation was never written down.

What a five-day shortlist really depends on

We commit to a first shortlist within five working days. People assume this is about resourcing. It is mostly about decision rights.

A large firm's shortlist passes through internal review before it reaches the client, partly for quality control and partly because a shortlist is a piece of client-facing work that carries the firm's name. Each of those steps is defensible. Together they add a week, and they push the list toward candidates who are easy to defend rather than candidates who are right.

When the consultant who took the brief also owns the shortlist, that layer disappears. It also means the shortlist can be argued about honestly. We can send four names and say the fourth is a stretch but worth twenty minutes of your time, because there is no internal reputation to protect by pretending all four are equivalent.

The uncomfortable part: saying no

The real advantage of a smaller firm is the ability to decline work, and it is worth being clear that this is an advantage to the client rather than a virtue.

A large firm with twenty-two sector practices has a practice for your industry whether or not it has depth in it. There is always someone whose remit covers it. A firm working a defined set of sectors has to say, at the first meeting, that it has not placed repeatedly in your space and you would be better served elsewhere. That conversation costs us a mandate. It saves you three months.

The same applies within a sector. If a brief is not fillable at the salary attached to it, someone has to say so. A firm that has already booked the mandate into a quarterly target has an incentive to run the search and let the market deliver the bad news slowly. A firm that expects to work with you for the next decade has an incentive to say it in the first meeting.

Where scale genuinely wins

It would be dishonest to pretend the trade only runs one way.

If you need to hire simultaneously across nine countries, a global firm is the right answer and a boutique is not. If your board requires a named brand on the mandate for governance reasons, that is a legitimate requirement and no amount of argument about service quality addresses it. If you are hiring a chief executive for a listed company, the breadth of a global research function is worth paying for.

What scale does not buy is attention. Below the very top of the market, most searches are won or lost on how well one person understood the business and how honestly they argued about the shortlist. That is not a function of headcount.

How to tell the difference in a pitch

Three questions surface it quickly.

Who will make the approaches? Ask for a name, and ask whether that person is in the room. If the answer is a team, ask how the brief reaches them.

What would make you turn this mandate down? A firm that cannot answer has not thought about it, or does not do it.

Tell me about a search that went badly. Everyone has them. The useful signal is whether they can describe one specifically, and what they changed afterwards.

None of these questions are about size. They are about ownership, and size only matters because it makes ownership harder to maintain.

← All insights
Insight

What fifteen years of placements taught us

Over 545,000 candidates interviewed and more than 12,500 placed. A few of the lessons were expensive, and most of them were not about candidates at all.

February 2026 · 7 min read

Fifteen years produces a lot of data and not much wisdom, unless you go back and look at the searches that did not work. We have done that periodically, and the pattern is consistent enough to be worth writing down.

Most failed hires were not hiring failures

When a senior appointment does not survive the first year, the instinct is to blame the assessment. Occasionally that is fair. More often, the role itself was unclear before anyone was approached.

A brief that says the business needs a Head of Sales is describing a title. A brief that says the business needs someone who can hold the existing distributor relationships while building a direct channel that will eventually compete with them is describing a job. The first can be filled by many people. The second can be filled by very few, and only one of those briefs tells you which.

The most useful hour in any search is the one before it starts. We now spend it asking what has to be true in eighteen months for this hire to have been worth it, and the answer frequently changes the specification.

The best candidates are the hardest to reach, and that is the whole job

A person doing well in their current role, respected by their team, mid-way through something they care about, has no reason to take your call. They are not on a job board. Their CV is out of date. They will not respond to a generic approach because they receive several a week.

Reaching that person is not a sourcing problem, it is a credibility problem. The approach has to come from someone who understands their business well enough to make the conversation worth having, and who can describe the opportunity accurately rather than enthusiastically. Overselling a role to a passive candidate does not just fail; it closes the door for the next three years.

This is why we do not separate research from consulting. The person who makes the approach has to be able to answer the question that follows it.

Counter-offers are a symptom, not an event

Roughly one in six of our senior candidates receives a counter-offer. Early on we treated these as a crisis to be managed at the end. We now treat them as information we should have had at the start.

A candidate who is genuinely ready to move has usually made the decision weeks before the offer arrives. A candidate who is testing the market is discoverable much earlier, if anyone asks the right question directly. We ask it in the first conversation now: what would have to happen at your current employer for you to stay? The answers are often specific and revealing, and they tell you whether the process is worth running.

Speed compounds, and slowness is expensive in ways that do not show up

Clients who move quickly get better candidates. This is not because good candidates are impatient, though some are. It is because a slow process signals something about the organisation, and senior people read that signal accurately.

Three weeks between a first and second interview tells a candidate that this hire is not a priority, or that decisions here require many people to agree. Both are true things about the business, and both are reasons a strong operator declines. We have watched excellent candidates withdraw from processes for no reason other than the calendar.

Volume hiring and senior search fail for the same reason

We do both. Over 3,000 IT placements in the last three years, alongside leadership mandates. The common failure mode is identical: screening against the specification rather than the requirement.

At volume, the temptation is to filter on keywords because it scales. It also systematically excludes people who did the work under a different job title, which in Indian technology hiring is a large share of the capable population. At the senior end, the equivalent error is insisting on sector experience when what the role actually needs is a particular kind of judgement that several sectors produce.

The relationship is the asset

The single clearest finding, and the least surprising: almost all of our work comes from people we have worked with before, often at their second or third employer.

That only happens if the hire was still in place and performing a year later. It is a slow feedback loop and an unforgiving one, and it is the reason we stay in contact after the offer is signed. Not as an account-management courtesy, but because a placement that fails quietly at month nine is something we need to know about and learn from.

← All insights
Market

IT hiring in India: what employers keep getting wrong

Notes from over 3,000 technology placements in three years. The market is not short of engineers. It is short of employers who can recognise them.

January 2026 · 6 min read

The standard complaint about Indian technology hiring is that good engineers are scarce and expensive. Having run a lot of these searches, we would put it differently. The supply is large. The screening is bad. Those are not the same problem, and only one of them is fixable by the employer.

The keyword filter is discarding your best candidates

Most technical shortlists are produced by matching CVs against a specification. It is fast, defensible, and it removes a predictable group of people: those who did exactly the work you need under a title you did not search for.

India's technology sector has moved people between services firms, captive centres, product companies and startups at unusual speed. The result is that titles have drifted badly. A Senior Software Engineer at a global capability centre and a Technical Lead at a mid-size product firm may be doing indistinguishable work. Filter on the title and you see one of them.

The fix is not complicated but it is not free: screen on what the person actually built, decided and owned. That requires someone who can read a technical CV rather than match it, which is a different and scarcer skill than most volume-hiring processes assume.

Global capability centres have changed the market permanently

The growth of GCCs in Bangalore, Hyderabad, Pune and the NCR has done something structural. It has created a large population of engineers who have worked to global standards, on genuine product ownership, without leaving the country.

Two consequences follow. Employers competing for that population are no longer competing on salary alone, because a GCC role frequently offers stability and scope that a domestic firm cannot match. And engineers coming out of GCCs into Indian product companies have expectations about engineering practice, code review and release process that many organisations are not ready to meet. Hiring one and then handing them a chaotic release cycle is a reliable way to lose them in eight months.

Salary benchmarks are stale before they are published

We are asked constantly whether a compensation band is competitive. In technology hiring the honest answer is that any published benchmark reflects a market that has already moved.

More usefully: bands compress and expand unevenly by skill. Backend engineering with distributed systems depth has behaved very differently over the last two years to general full-stack. Data engineering has behaved differently again. An organisation working from a single blended band for engineering will overpay in one place and lose every candidate in another, and will conclude from the second that the market is impossible.

The practical approach is to ask, for a specific role, what the last three people who declined were offered elsewhere. We report that back to clients because it is the only benchmark that is current.

The interview process is often the reason for the loss

Five rounds is common. It is almost never necessary, and it is frequently the reason a strong candidate goes elsewhere.

The rounds tend to accumulate for organisational rather than assessment reasons: a stakeholder wants visibility, a previous bad hire prompted an extra check, someone new joined the panel. Each addition is individually reasonable. The aggregate is a four-week process competing against a firm that can close in ten days.

If a process cannot be shortened, it should at least be compressed. Two rounds in one day is materially better than the same two rounds a fortnight apart, and candidates notice the difference in intent.

Notice periods are a planning problem, not a surprise

Ninety-day notice periods remain standard across much of Indian IT services. Every client knows this and a surprising number still plan as though a role will be filled in six weeks.

If a team needs to be operational by a given date, the search has to start roughly five months earlier. Where that is not possible, the realistic options are to hire from organisations with shorter notice periods, to accept a buyout, or to bridge with contract resource. Deciding which of those applies at the start of the process is straightforward. Discovering it after an offer is accepted is not.

What actually works

The employers who hire well in this market tend to do the same few things. They write requirements around capability rather than title. They compress their process. They are specific about what the work involves rather than describing culture. And they treat the first six months as part of hiring rather than the end of it.

None of that is about paying more. It is about being easier to say yes to than the alternative, which in a market this liquid is usually the whole contest.

← All insights
Executive search in Noida

Recruitment and executive search in Noida.

Our corporate office is in Sector 20, and Delhi NCR is where most of our mandates begin.

NoidaMumbaiPuneBangalore

The Noida market

Noida and the wider NCR hold an unusual mix: long-established manufacturing and infrastructure groups, the Indian headquarters of several multinationals, and a fast-growing technology and services base across Sector 62, 125 and 132. That mix is why briefs here vary so widely, from a plant operations director in Greater Noida to an engineering manager in a capability centre a few kilometres away.

What we notice here

Being headquartered here means we can meet in person at short notice, which matters more than it sounds when a brief needs to change direction in week two.

Sectors

Where most Noida mandates come from.

Real estate and infrastructureManufacturing and engineeringIT services and GCCsConsumer and retailFinancial services

Hiring in Noida?

Tell us the brief and a consultant will come back to you directly.

Talk to a consultant →

Looking for a role in Noida?

Search what is open now, or register your profile.

See open roles →
Executive search in Mumbai

Recruitment and executive search in Mumbai.

Financial services, energy and consumer businesses, where senior hiring is dense and reputations travel fast.

NoidaMumbaiPuneBangalore

The Mumbai market

Mumbai is the most networked senior market in India, and that cuts both ways. The right candidate is usually two conversations away, but so is news of an approach. Confidential searches here need care about who is contacted and in what order, which is a large part of why we run them off-market rather than advertising.

What we notice here

Most Mumbai mandates we run are at director level or above, and a meaningful share are confidential.

Sectors

Where most Mumbai mandates come from.

Banking, NBFC and insuranceOil, gas and energyMedia and entertainmentFMCG and consumerPrivate equity

Hiring in Mumbai?

Tell us the brief and a consultant will come back to you directly.

Talk to a consultant →

Looking for a role in Mumbai?

Search what is open now, or register your profile.

See open roles →
Executive search in Pune

Recruitment and executive search in Pune.

Automotive, engineering and manufacturing leadership, alongside a growing technology base.

NoidaMumbaiPuneBangalore

The Pune market

Pune is an engineering city first. The auto and components belt around Chakan, Ranjangaon and Pimpri-Chinchwad produces plant and quality leadership of a standard that is genuinely hard to find elsewhere, and the technology campuses in Hinjawadi and Kharadi have added a second, quite different talent pool alongside it.

What we notice here

Notice periods in the manufacturing belt run long. Plan a Pune search five months out if the start date is fixed.

Sectors

Where most Pune mandates come from.

Automotive and auto componentsManufacturing and engineeringIT services and GCCsSupply chain and logistics

Hiring in Pune?

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Looking for a role in Pune?

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Executive search in Bangalore

Recruitment and executive search in Bangalore.

Technology leadership, global capability centres, and the product businesses competing with them for the same people.

NoidaMumbaiPuneBangalore

The Bangalore market

Bangalore is the most liquid technology market in the country, which makes it the easiest place to get a response and the hardest place to close. Candidates here are approached constantly and are unusually well informed about what comparable roles pay. Process speed matters more in Bangalore than anywhere else we work.

What we notice here

If your process runs more than three rounds in Bangalore, expect to lose finalists to firms that close in ten days.

Sectors

Where most Bangalore mandates come from.

Technology and IT servicesGlobal capability centresDigital and productPharma and life sciencesStartups and growth companies

Hiring in Bangalore?

Tell us the brief and a consultant will come back to you directly.

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Looking for a role in Bangalore?

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Contact

Change starts with a conversation.

Whichever route you take, you reach the person who does the work. There is no call centre in between.

I am a candidate

Start here instead.

I am looking for a role

Search open mandates or register your profile.

Go to open roles →

I want to be on your radar

Not actively looking, but open to the right conversation.

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I am hiring

Tell us the brief.

Talk to the consultant who will run the search.
Not a call centre, not an account manager. The person who answers is the person who does the work.
Email
contact@allysearch.com
Replies within one working day
Office hours
Monday to Friday
9.30am to 6.30pm IST
Corporate office
F-30, Sector 20, Noida 201301
Consultants in Mumbai, Pune and Bangalore
First shortlist
Five working days
From an agreed brief, with video introductions
What happens after you writeA consultant reads it, and either calls you or tells you plainly that we are not the right firm for this one. No sequence of marketing emails.
Send a briefTakes a minute. Nothing goes on a mailing list.