Three decades. Four industries. One throughline.

Veerain Kumarr (VKG) Gupta

I've spent the last thirty years turning ambiguity into strategy — across commodities trading floors, financial markets, and now the global renewable energy transition.

Today, I serve as Group Head of Corporate Strategy & Projects for HOM RE, a BSE-listed renewable energy group expanding across the UK and Asia, where I lead capital structuring, SPV formation, M&A evaluation, and Board-level reporting across multiple jurisdictions. VKG Global Advisory extends that same counsel, in a personal capacity, to a small number of additional organisations each year.

The throughline across three decades has stayed the same: take a business through real complexity — a new market, a new corporate structure, a new asset class — and come out the other side with a stronger balance sheet, a clearer strategy, and a team that understands why it's doing what it's doing.

Earlier in my career, I held full P&L accountability as CEO of two international commodities and metals trading groups, including eight years leading a business that grew revenue fifty per cent, expanded into five global regions, and cut operating costs by a quarter through re-engineered processes — while achieving vertical integration from merchant trading through to mining, refining, smelting, and industrial end-use. I've negotiated supply and trading contracts across Asia, Europe, and the Middle East, and led the strategic repositioning of a Scottish hospitality group into a nationally recognised eco-tourism brand.

Part of that grounding in Asian markets came directly: six months based in Hong Kong in international trading, in 1998–99, working the market from the ground rather than reading about it from a distance.