A consultancy for the businesses that never get called back.
A manufacturer doing four crore in Rajkot has the same questions as one doing four hundred in Pune, and gets a quotation from nobody. Management consulting has been priced and packaged for large listed companies for forty years. Blue Mango was set up for everyone else.
The founder's file
Who signs the work
Kirtiraj GohilFounder & Principal
22 years of line accountability across telecommunications and hospitality, then four building this firm: eleven roles that moved from customer service into retention, retention into process and quality, process into distribution and sales, and finally into owning a profit centre. IMCI-accredited, a CMC candidate, an ISB alumnus, a Paul Harris Fellow of Rotary International, and partner faculty at Pioneer Global, Australia.
The last of those telecom roles was Zonal Head for Saurashtra and Kutch — around ₹140 crore a year, 270 people, 59 trade partners grown from 24, and 36 retail counters, in one of Gujarat's most distribution-dependent territories. At the peak he led 1,100 people, held the country's best churn performance three years running, and carried a live acquisition and billing migration across five corporate identities without a compliance breach. He then moved to the other end of the selling spectrum at Mahindra Holidays, acquiring customers by conversation with managing directors rather than across a counter.
That sequence was not planned as a methodology, but it became one. It is why our ESAG framework runs in the order it does — Evaluate, Structure, Align, Grow — because that is the order in which businesses are actually fixed. The conviction behind the firm is simpler still: the management thinking that transforms a large company is not fundamentally different from what an owner-led business needs. What differs is the price, the packaging, and whether anyone senior ever turns up. We fixed those three things.
- 2000s
- FASCEL → Hutch — customer service, then retention, as Gujarat got its mobile signal
- 2010s
- Vodafone Essar → Vodafone West — process, quality and standardisation across the circle
- 2016 –
- Vodafone Idea — Zonal Head, Saurashtra & Kutch — a ₹140 crore zone, 270 people
- 2020s
- Mahindra Holidays & Resorts — Head Customer Acquisition, Gujarat & Rajasthan — the consultative sale
- Mar 2022
- Blue Mango Consulting Group — founded from a standing start; partner faculty, Pioneer Global, Australia
“Business is the most powerful tool for social change. Strategy is the bridge between ambition and reality. People are the ultimate competitive advantage.”
Core principles
What drives the house- № 1 Democratising expertiseWorld-class guidance for ambitious firms, not just the privileged few.
- № 2 Measurable impactEvery engagement tied to quantifiable outcomes that can be tracked and celebrated.
- № 3 Systemic changeCapabilities that keep creating value long after the engagement ends.
- № 4 Ethical practiceStrict confidentiality, no conflicts of interest, relationships over fees.
- № 5 People-centric leadershipSustainable advantage comes from organisations that champion their people.
Delivered under IMCI membership — Institute of Management Consultants of India — affiliated with the International Council of Management Consulting Institutes.
Where we are
Three cities, four overseas marketsIn India
The firm is run from Rajkot, with offices in Ahmedabad and Mumbai. For Indian engagements we work on site — the useful information is almost never in the deck, it is on the floor, in the ledger, and in what the sales team says when the owner leaves the room.
Overseas
United Arab Emirates, United Kingdom, Australia and New Zealand — international expertise paired with local market intelligence, including immigration-pathway business acquisitions in the UK, the UAE and Australia.