The expanded roles strengthen operating execution, strategic client engagement, and corporate affairs leadership as AuthBridge continues to scale. 

AuthBridge, India’s leading provider of digital trust and identity verification solutions, today announced the elevation of Raviraj Singh Ghai to President & Chief Operating Officer and the appointment of Anil Dhar as Chief Client Relations Officer & Head of Corporate Affairs. The expanded roles reflect AuthBridge’s continued investment in building the leadership capacity needed for its next phase.

The appointments come as AuthBridge marks its 21st year, reflecting the depth of leadership and institutional capability built over more than two decades. Both Raviraj and Anil have been closely associated with AuthBridge since its early years and have played an important role in building the institution over the past two decades.

As President & Chief Operating Officer, Raviraj Singh Ghai will oversee business operations and execution, with responsibility for translating strategic priorities into scalable operating outcomes. His deep understanding of AuthBridge’s business, customers, and evolving digital trust market will support stronger operating discipline and organisational capability as the company grows. Raviraj has been associated with AuthBridge since its early years and has played a significant role in building the company’s business and customer relationships. His experience across sales, business development, and enterprise engagement brings a strong customer and commercial lens to the role.

As Chief Client Relations Officer & Head of Corporate Affairs, Anil Dhar will lead AuthBridge’s engagement with strategic clients and key external stakeholders, while strengthening the company’s corporate-affairs agenda. His understanding of AuthBridge’s customers, culture, and institutional history will help deepen key relationships as the company expands.

A member of AuthBridge’s founding leadership, Anil has played an important role in building and sustaining client relationships and the company’s institutional foundation over two decades.

Nearly 1 in 10 distributor onboarding applications in the FMCG sector fail critical regulatory verification, according to AuthBridge’s Third Party Risk Files 2026: Fraud Patterns in Distributor Onboarding (FMCG). The report highlights how identity mismatches, regulatory non-compliance, and hidden financial risks continue to expose businesses to operational, financial, and reputational losses.

The report found that 9.8% of distributor applications failed FSSAI licence verification, with issues ranging from expired licences and invalid certificates to missing product category approvals. Additionally, 8% of applications showed identity mismatches across regulatory documents, while 4.5% failed GST compliance checks due to cancelled registrations, incorrect certificates, or GST registrations submitted for the wrong state.

The findings also reveal that many of today’s frauds extend beyond forged documents. One of the most common issues observed was inconsistencies across government records, including GST–FSSAI address mismatches and PAN–GST name mismatches. Both could indicate documentation errors, shell entities, or potential identity fraud.

Beyond documentation failures, the report highlights increasingly sophisticated fraud patterns emerging during distributor onboarding. In several instances, distributors registered under one trade name submitted GST credentials belonging to a different legal entity, enabling fraudulent businesses to bypass traditional document verification processes. The report also identifies financial credit misuse as an emerging concern, with distributors diverting working capital into unrelated investments, increasing the risk of defaults, and exposing companies to bad debt.

These findings point to a broader verification gap that extends beyond onboarding. Weak third-party due diligence can expose organisations to regulatory action, supply chain disruptions, financial losses, and long-term reputational damage.

Tighter FSSAI and State FDA checks, rising fraud risks and expanding supply chains are accelerating the adoption of AI-led fraud and risk-monitoring tools among Indian FMCG companies.

As businesses manage growing networks of vendors, distributors, workers, and logistics partners, the need is shifting from one-time verification to continuous third-party risk management.

AuthBridge, India’s leading provider of digital trust and identity verification solutions, today announced the appointment of Mr Naresh Kumra as Executive Vice Chairman. In this role, Mr Kumra will work closely with AuthBridge’s leadership team on strategic priorities, governance, and execution as the company enters its next phase of growth.

Mr Kumra brings a rare combination of global strategy, operational leadership, and entrepreneurial experience. Over the course of his career, he has built, led, and advised businesses across diverse industries and stages of growth, with a strong track record of successfully translating strategy into execution. 

As Founder Director of La Rochelle Ventures Ltd., Hong Kong, he has incubated and invested in high-growth businesses. Previously, he served as Corporate Officer and President, Asia Pacific, at Belden Inc., a NYSE-listed provider of network infrastructure and connectivity solutions, and spent six years at McKinsey & Company, advising global corporations and private equity firms on strategic transformation. 

At AuthBridge, Mr Kumra will help strengthen governance, sharpen focus, and support the scaling of the company’s most promising opportunities. His extensive experience in scaling businesses, driving operational excellence, and creating long-term enterprise value will further reinforce AuthBridge’s leadership in the digital trust space.

Creating a safe learning environment starts long before a teacher enters the classroom. In this article, Ajay Trehan, Founder & CEO, AuthBridge, highlights why educational institutions must strengthen their hiring processes through robust background verification.

From verifying qualifications and employment history to screening outsourced staff, the article explores how institutions can build trust, improve governance, and better protect students.

As the insurance industry evolves, managing risk requires more than just verifying partners during onboarding. In this article, Ajay Trehan, Founder & CEO, AuthBridge, explains why insurers need to adopt continuous compliance, an ongoing approach to monitoring agents, vendors, and other partners to identify risks early, strengthen fraud prevention, and meet evolving regulatory expectations.

Insurance is sold on trust. Customers often interact with an agent long before speaking directly with the insurer. That first conversation shapes how a product is explained, how documents are collected and, in many cases, whether a customer feels comfortable purchasing a policy at all.

This makes agent onboarding more than an administrative exercise; it is the first control point in the distribution chain.

For a long time, due diligence was largely viewed as an operational exercise, primarily relevant at the hiring stage, focused on verifying credentials, and often limited to mid-level roles. That equation is now changing.

In today’s environment of heightened scrutiny, leadership decisions are no longer confined to internal impact. They shape market perception, investor confidence, regulatory standing, and long-term enterprise value. As a result, due diligence is moving beyond HR workflows and into the boardroom, where leadership credibility is directly linked to the credibility of the organisation itself.

In most organisations today, a candidate can be screened, ranked and shortlisted before a recruiter has read a single resume. What once took hiring teams several days now happens in minutes. While the operational advantage is obvious, the more difficult question is whether organisations fully trust the systems making those early judgments. Artificial intelligence is now changing this balance in a visible way.

Across sectors, AI is being used to source candidates, screen resumes, assess role fit and support early-stage risk evaluation. Work that earlier took days can now be completed in hours. For companies hiring at scale, this efficiency is significant. The question is whether or not trust can keep pace with that speed.

For many years, due diligence was treated as a process that sat largely within HR or operations. It was seen as something to be done at the time of hiring, mostly to verify documents, credentials and past employment.

In several organisations, it was applied more rigorously at junior and mid-management levels than at the top. Senior leaders were often assessed through reputation, references, networks and past titles. That approach is no longer enough.