TraCarta is led by three partners. Each owns a defined piece of the practice and signs against it, no shadow committees, no missing names, no "and team" placeholder. If a question lands on a desk, it's one of these three desks, and you'll know which one before you ask.
A firm, in the end, is the judgement of its people, exercised quietly, cycle after cycle, until it becomes something clients no longer think to question.
Ashish leads the firm's tax, finance and advisory practice, he sets the firm's positions, leads opinions, and represents the firm in audit and scrutiny, ensuring every number the firm signs can be defended. He also owns operational execution: engagement workflow, the discipline behind delivery, and the governance that keeps a specialist practice scalable without thinning. The line between "a great tax desk" and "a great tax firm" is operational, Ashish is the partner who holds it.
He brings over twenty years in finance and taxation across the travel ecosystemsenior advisory roles at Ernst & Young, KPMG and BMR Advisors, followed by Head of Tax and Controllership at Carlson Wagonlit Travel and Yatra Online. He holds a B.Com and BBA from the University of Delhi, and an MBA in Finance.
"Every position the firm takes has to survive scrutiny. My job is making sure it always does."
Karan leads the firm's technology direction and is the architect of SkySuitethe engine built to carry capture, reconciliation and posting at enterprise volume, so the tax desk carries only what a tax desk should. He holds the boundary the firm's central operational claim rests on: volume below, judgement aboveand is accountable for keeping it intact as the practice scales.
Beyond the engine, Karan owns investor engagement and the firm's supplier and partner relationships, carrier portals, GSP and ERP integrations. Before TraCarta, he spent over a decade in global commodities trading: cross-border markets, financial structuring and risk. He holds a Bachelor's in Systems Engineering and a Master's in Finance.
"A practice scales by what it automates, and by what it refuses to."
Shefali owns the engagement lifecycle, from the first conversation a client has with the firm, through diagnostic, mandate and delivery, to the long partnership that follows. Her approach is consultative rather than transactional: the firm doesn't run a sales funnel; she matches a client's tax problem to the right shape of engagement, or recommends the firm is not the right fit. The line between sales and service is held deliberately thin: the people who reply to a first email are the people who run the relationship.
She holds the Certified Financial Technologist (CFTE) credential from the Centre for Finance, Technology and Entrepreneurship, structured insight into financial technology and digital change, in a firm where the engine and the practice are inseparable.
"Every interaction is the firm. Precision, reliability, the long view."
Three commitments the leadership holds itself to, the quiet kind, kept since 2018.
Every engagement has a partner's name on it, not as a formality, but as the person a client can call when something matters. The firm's promise is never more than one phone call from someone who made it.
Method, rigour, restraint, these aren't delegated downward and audited annually. They're held at the top, practised daily, and modelled in every review the leadership sits in. Which is all of them.
We'd rather be the firm clients quietly keep for a decade than the one they hear about for a season. Every leadership decision since 2018, what to build, what to decline, has been made on that horizon.
The ledger on the Our Firm page shows eight closed years. These are the three people who closed themand who intend to keep closing them.
Book a free reconciliation review, a partner is on the first call. Always has been.