Anil Chaturvedi attended the University of Meerut in the year 1971, India. He graduated with a B.A in Economics and later studied in the University of Delhi and was awarded M.B.A. During his vocational journey; Anil Chaturvedi has played different roles to different organisations that include Managing Director, Branch manager among others. Chaturvedi over 20 years of experience in Retail, Financial organisations and Telecommunication. In the year 2001, Mr Chaturvedi served as the Director of the Bank of America. Anil Chaturvedi worked at BOA-ML for more than 18 years and was among the world best top private investors. He is recognized as the senior rated Financial Advisors in Barron’s list, in the year 2010.
Before working with Merril Lynch, Chaturvedi was the head of ANZ Grindlays firm. Previously Anil worked for State Bank as the manager of their new branch in New York. He also worked with SBI for more than 18 years in the finance department, investment banking sectors and capital market. He joined the firm after completion of his studies of economics in the school of Delhi. In the year 2001, November, Chaturvedi joined the Bank of Hinduja (Switzerland) firm to work as the Director in charge of spearheading the company operations towards the Middle East, South Asia, and India. Anil Chaturvedi is based in Geneva Headquarter.
Since the beginning of August 2013, Anil Chaturvedi attention has been channelled to the Company’s Corporates Advisory that facilitates the collaboration between the Indians corporates and also the Europeans at large. Anil Chaturvedi was in charge of Reliance Capital organisation, before moving to Dhanlaxmi bank in the year 2008, October. Chaturvedi took the opportunity to invest his capital to hire people and market the firm but later refused to be named as a partner of the firm. Dhanlaxmi has over 4,000 employees, with the wages amounting to Rs 250.
The modernisation procedure of innovation in Indian organisation has for the most part been joined by an extravagance towards mechanical change and an ability to explore various avenues regarding better ways in dealing with the administration of mechanical assets. The genuine test of modernisation consequently lies not in building up the capacity to choose, acquire and draft new abilities and staff however much reorienting the associations’ disposition towards their human component.