Anirudh Mahanot and the distance between a portfolio and a platform

In Singapore, Anirudh Mahanot found himself among private bankers from different parts of the world, talking about a familiar problem: how technology could serve people whose wealth was spread across investments, advisers and institutions. He was there representing Centricity at the 2024 Global Wealth Awards. In his account afterwards, the occasion produced a “surreal and goosebumps moment.” The banker had become a representative of a young wealthtech business. The conversation still concerned the work he knew.

That small scene gives his career a useful starting point. Mahanot had worked at Citibank and IIFL, then as a director in investment advisory at Julius Baer. By April 2023, he was joining Centricity as a business head. A move between employers can look tidy on a professional profile. This one also changed the audience for his work. Alongside the investor came the independent professional who needed a business of their own to function.

His current title is Founding Member and Business Head for South and West. Centricity places him in its partner-led wealth management business. The wording matters: a partner is another person with clients, ambitions and a working day to organise. A platform can offer a screen. Someone still has to persuade a professional that the screen deserves a place in that day.

A banker changes the unit of growth

Private banking and building a distributor network sit close together on a map of financial services. Their daily questions differ. An investment adviser works around a client’s holdings and decisions. A business head building a partner network must also consider what another professional can access, explain, execute and report. Mahanot’s appointment put his private wealth background into that second setting. It is a shift from serving relationships within an institution to helping a network operate around a shared platform.

Centricity announced his appointment alongside Faraz Mahmood, who took responsibility for the north. The two brought different experience: Mahmood’s career included asset management and channel businesses; Mahanot’s included private banking and wealth specialism. They were to work with the co-founders on growth. The pairing offered the company experience on more than one side of the investment relationship, without requiring either career to be rewritten as a tale of sudden reinvention.

At the time, Mahanot described a proposition that joined risk assessment, investor data, analytics, reporting, product access, transactions and portfolio review. Even paraphrased, it is quite a list. Its significance lies in the connections between the tasks. A recommendation must become an executable transaction. A transaction must appear in a report. A report must help someone decide what to do next. Otherwise, a polished interface risks becoming another attractive place to lose track of things.

The appeal of that move is visible in the work itself. His earlier employers operated in established wealth management. Centricity offered a chance to build distribution around technology during an early phase of operations. His role belonged to growth, with responsibility for specific regions. The resulting story has geography, colleagues and office openings, rather than a lone-founder mythology. In financial services, even a very good idea needs someone to return the call.

Church Street, then Ameerpet

In January 2024, Centricity opened its Bengaluru office on Church Street. Mahanot was identified as the founding team member and business head for South and West India. He spoke about reaching more people and connecting investors, wealth managers and asset managers. The opening gave his remit a physical address. A digital business was making room for a local team, hiring people and putting its name on an office in the region it wanted to serve.

The accompanying announcement supplied an early snapshot of the company: operations had begun in April 2023; its network had passed 1,600 financial product distributors across 12 states and 15 cities; more than 2,000 clients had been onboarded. These were company-wide figures. Their value in Mahanot’s story is as a view of the organisation in which he was working, still less than a year into operations and already expanding its regional presence.

By June, the next southern opening was in Hyderabad’s Ameerpet. Again, Mahanot articulated the regional case. “Hyderabad is a pivotal market for us,” he said. The company’s June snapshot counted more than 3,000 distributors, 20 cities and over 7,500 clients. The progression is worth dating carefully. It describes two reported moments in 2024, rather than a running total or a prediction of what would happen next.

The Hyderabad ceremony included founder and CEO Manu Awasthy. The local office was to be led by territory manager Himansu Parida and branch manager Anuradha R. Those names make the expansion more intelligible. A business head can describe the destination; local colleagues give the destination a working routine. Regional growth becomes a chain of responsibilities, from company leadership to territory and branch, and finally to the professional meeting an investor.

There is a pleasingly practical tension in these openings. Software travels quickly. Professional confidence can take longer. An office, a regional team and a recognisable contact create places for questions that do not fit neatly into a product demonstration. For a person charged with growing the South and West business, that is a useful way to read the sequence: technology distributed through people who can explain it.

The adviser’s working day, assembled

OneDigital is the platform closest to Mahanot’s partner-led remit. It combines access to financial products, digital transactions and reporting across products and advisers. Its offering also includes portfolio analytics, goal planning and learning resources. Those capabilities describe the work surrounding an investment, as well as the investment itself. They give a business development conversation concrete subjects: what can be offered, how it can be processed and how a client can see the result.

Consider the sequence as a workflow rather than a catalogue. First comes access to a product. Then comes the ability to transact. Afterwards comes the obligation to understand the portfolio that the transaction has helped create. Each stage answers a different question. Putting them together is the organisational proposition Mahanot joined to help distribute. It also explains why his previous investment advisory experience is relevant to a role whose title now stresses business growth.

Centricity also has Invictus, built for single-family offices, ultra-high-net-worth clients and corporate treasuries. Its tools cover consolidated reporting, portfolio scanning, liquidity and performance. The contrast is between audiences and working requirements within the same company. OneDigital serves independent financial professionals; Invictus addresses another set of wealth management needs. Mahanot’s Singapore account ranged into that second world, where his private banking background had an obvious point of contact.

A platform diagram cannot establish the quality of an investment decision. It can show what work the platform proposes to connect. That distinction keeps the story grounded. Mahanot’s public role concerns growing a business around these capabilities. The interesting question is how someone trained in wealth relationships helps make those capabilities legible to other professionals. It is a question of translation, as much as sales.

Singapore, with the colleagues still in view

At the Global Wealth Awards in 2024, Centricity’s Invictus received recognition from Private Banker International. Mahanot represented the company in Singapore and described discussions with global private bankers about the opportunities and difficulties of serving wealthy families through technology. His account gives the occasion a human scale: pride in the company, curiosity about other practitioners and a sense that there was considerably more work ahead.

An award evening can invite a certain kind of prose, all arrival and triumph. His post also looked outward. He wanted to understand the problems that counterparts in different geographies were facing. That is a useful detail in a career that had crossed from established private wealth franchises into a younger platform business. Experience travelled with him, while the setting allowed comparison with people operating elsewhere.

He ended with “Miles to go before we sleep.” The borrowed line is an expansive finish for a professional update. Read alongside his regional work, it fits a less theatrical picture: more conversations, more teams and more partners to bring into the business. The achievement belonged to Centricity’s platform. His account records the experience of being there on its behalf.

“Miles to go before we sleep.”Anirudh Mahanot · reflecting on Singapore, 2024

Mumbai is a team sport

In March 2025, Mahanot publicly welcomed Vikash Ranjan as Centricity’s regional head for Mumbai. He singled out Ranjan’s experience in distribution and his professional relationships, then looked forward to building a team and business together. The welcome was specific about why a colleague mattered. Regional expansion depended on someone who already understood the professional community the company hoped to serve.

The same professional audience appears in his more recent public engagements. The programme for the FFFP SIF and AIF meet at the Bombay Stock Exchange on 9 May 2026 listed him on a panel about alternative growth strategies for mutual fund distributors. The September 2026 FFFP conference programme in Mumbai also listed him for a discussion of additional opportunities for distributors. These are programme listings; their titles establish the subjects, without supplying remarks he may have made.

Those topics bring the career back to its central thread. The investor remains important, but the independent financial professional has become a distinct audience for Mahanot’s experience. Product access, reporting and business development meet in that audience’s daily work. His current position places him at the point where a company’s platform must become useful enough for another person to adopt.

The distance in this story is measured in changed responsibilities: from a private banker’s relationships to a regional business, from investment advice to partner development, from an established firm to a founding team. Bengaluru and Hyderabad give it addresses. Singapore gives it an international conversation. Mumbai supplies colleagues and a professional audience. The platform is digital. The career taking it into those rooms remains a thoroughly human undertaking.