Ever since Amish Mehta took over as CEO and MD of Crisil in 2021, the company, like most businesses, has faced one challenge after another: first the pandemic, then the Russia-Ukraine war, and now trade tariffs and geopolitical uncertainties. For many, this has been a time for caution; for Mehta, it has been a time brimming with opportunity.
“I tell people that every challenge is an opportunity. That is the only philosophy I have. I look at every instance on merit rather than get worried about the impact. When COVID happened, we saw it as an opportunity to help businesses understand the impact better. Similarly, now with what’s happening with tariffs and the geopolitical situation, both globally and in India, we can connect the dots, to help businesses navigate, and support policy making,” he says.
Pivotal decision
Behind this understated executive lies a story that begins far from corporate glass towers, in the narrow lanes of Matunga, inside a 275-square-foot chawl that instilled in him a sense of discipline and quiet determination. His family ran a modest auto parts business, but young Amish’s curiosity took him in a different direction. “I got influenced by the South Indian friends in college who were doing higher courses in accounting,” he recalls.
After completing his schooling at Don Bosco and studying commerce at R.A. Podar College, he reached a crossroads — whether to join his father’s business or chart his own path. A tutor’s advice proved decisive: he urged Mehta to pursue Chartered Accountancy. “It was a pivotal decision, and that’s when I realised the importance of having a mentor,” says Mehta, adding that he continues to work with an external coach even today to challenge his own thinking.
Growing up in Matunga, a neighbourhood with a strong Tamilian presence, also shaped his fondness for South Indian cuisine. Yet, as we chat over lunch in the executive dining room of Crisil’s new headquarters in Andheri East, food takes a backseat to conversation. Although a foodie, Mehta nibbles sparingly on vegetables and salad, mindful of his health, while I tuck into a mix of noodles, rotis, and dal tadka.
Mehta’s professional journey was far from linear. After stints at SR Batliboi and Citibank, he came into the limelight when he became CEO of ExxonMobil’s venture for downstream petroleum products in India at just 29. But that stint ended abruptly when the venture was acquired by a rival. Back on the job market, he faced tough choices, some prospective employers even asked him to take as much as 30 per cent pay cut.
“I tell people that you should face failure at a very young age so that success does not go to your head. It makes you much more humble. I had to rebuild my career after Exxon. It was tough, but it taught me not to get disheartened by the ups and downs in life,” says Mehta.
Clear vision
When it comes to business strategy, Mehta brings the same clarity of thought. “Whenever a company faces a decision, we want Crisil to be the first name that comes to mind. If we can embed ourselves that deeply within our clients’ decision-making, the canvas for what we can achieve is immense,” he says.
This mantra has worked well, as can be seen in Crisil’s performance since 2020. Revenue grew from ₹1,982 crore in FY20 to ₹3,260 crore in December 2024; profit rose from ₹355 crore to ₹684 crore during this period, and market capitalisation has more than doubled from ₹13,949 crore in December 2020 to ₹34,256 crore as of October 10, 2025.
While the ratings business continues to grow at around 15 per cent, Mehta is betting big on technology and creating IP for the future. For instance, Crisil Coalition Greenwich has built a platform called Client Intelligence Q2 that not only identifies clients’ problem areas but also suggests real-time solutions. The venture, formed after Crisil’s acquisitions of UK-based analytics firm Coalition in 2012 and Connecticut-based Greenwich Associates in 2020, has helped Crisil make inroads into international markets. While India accounts for 30 per cent of Crisil’s revenue, North America contributes over 33 per cent.
Backing this global ambition is Crisil’s parent, S&P Global, whose support has given the Indian firm access to larger clients, deeper penetration in international markets, and advanced technological capabilities.
In fact, Crisil is now adding to S&P Global’s ratings operations as well. For instance, Crisil operates a Global Analytical Centre with over 1,000 people to support S&P Global’s ratings operations. “This company is about driving growth. There is opportunity all around. “Whether it is India or global, with the people that we have, the client relationships that we have, the capabilities that we have, we have a great platform to drive the momentum,” says Mehta.
Experience and connections
Mehta’s grasp of business stems from his deep understanding of value chains. In earlier roles, he personally visited commercial kitchens in Chennai to understand LPG distribution, observed retailers in agri-markets, and spoke with mechanics to study consumer behaviour. These experiences, he says, shaped his approach to look beyond the numbers and gain a deeper understanding of clients’ businesses. “That ability to understand clients’ needs has been central to building our business,” he says. He also believes in building a team that is smarter than him, so he can take on bigger and more complex challenges.
Despite the scale of operations, Mehta makes time for personal connection. Through his “Coffee Connects,” he meets employees across levels to understand their perspectives and concerns. “Sometimes your position makes you distanced from reality. So every office I visit, I make sure I have enough Connect sessions… to hear their voice,” he says.
Mehta makes it a point to balance work and family life. “My family has been a big source of support. My wife, Alpa, loves history, so I spend a lot of time travelling and being with family, which helps me unwind,” he says. “At Crisil, we encourage everyone to define their own balance — how much they want to work and how much time they want to devote to family. I believe both are equally important.” Mehta’s daughter, Jayani, works in London, while his son, Kush, is studying computer science in the US.
We skip dessert despite a tempting spread of Indian mithai. After lunch, Mehta personally guides me around Crisil’s new office — a thoughtfully designed workspace created to draw employees back after the pandemic with areas for collaboration, quiet focus, and informal interaction.
Our conversation ends on a note that captures the essence of Amish Mehta’s leadership — deeply grounded in personal experience, committed to doing what’s right, and constantly seeking growth for himself, his team, and the organisation. “Sustainable growth, building IP and deploying AI-led tech,” he says is the roadmap for creating value in the next few years.
Mehta may not have joined his father’s business, but he has channelled his entrepreneurial instincts into driving Crisil’s growth and in fostering an entrepreneurial spirit within the company. “Every place I’ve worked, I’ve tried to think like an entrepreneur. Now, I want to build a culture at Crisil that’s deeply entrepreneurial,” he says.
Published on October 13, 2025
