Manish K Shoundik : Delivering Real Estate With Transparency, Timeliness & Clear Finances
Manish K Shoundik
Chairman
At Finstem Group, Chairman Manish K Shoundik closes these gaps with financial transparency, in-house expertise, and a hands-on approach. The company is debt-free, avoids over promising, and starts sales only after visible progress. Funds are ring-fenced for delivery, ensuring quality and timely completion. With this discipline, Finstem has consistently delivered ahead of RERA time lines, proving real estate can be both reliable and trust-driven.
Share your growth story and what drives you forward.
I began my career as a DSA with a bank, eventually moving into mainstream banking, where I spent 17 years with Standard Chartered, HDFC, and Deutsche Bank. At Deutsche, my last role was Vice President and Area Head. While I grew well there, I realized two challenges; limited growth due to the bell curve and a declining learning curve. This pushed me to step out and build something of my own.
In 2013, I founded Finstem, starting with financial services, later expanding into outsourcing, and eventually real estate. Real estate was tough initially, but we redefined the model by staying debt-free, focusing on compliance, completing projects first, and then selling. Every project has been delivered ahead of RERA timelines.
What sets us apart is not just the model but the people behind it. Our team has grown with us since the beginning, with each member taking ownership like it’s their own business. That culture of trust, integrity, and accountability is what drives me forward and keeps us building something real and lasting.
What technologies and strategies do you use to promote properties?
With AI, it has become much easier to show clients how their homes will look, even with internal changes like altering walls or layouts. Earlier, this process required multiple teams, drawings, and renders, which took a lot of time. Now, AI provides quick outputs and serves as a strong selling tool to help clients visualize their space better.
That said, real estate remains a tangible business. Clients still prefer to see the finished product directly rather than relying only on digital models. While AI supports the sales process, the real trust comes from delivering quality construction on the ground, and that continues to be the focus.
Describe your leadership style.
For me, leadership is about setting an example, not holding a designation. At Finstem, every department works independently, and people take full ownership of their roles. I see myself as a support system, guiding and enabling my team to grow rather than directing them.
We don’t believe in the employer– employee divide; everyone has a sense of belonging, and even the smallest role is valued. Respect and timely recognition are the foundation, which is why our people stay loyal. While there is scope to invest more in training and learning, the family-like culture at Finstem continues to keep the team motivated and driven.
What technologies and strategies do you use to promote properties?
With AI, it has become much easier to show clients how their homes will look, even with internal changes like altering walls or layouts. Earlier, this process required multiple teams, drawings, and renders, which took a lot of time. Now, AI provides quick outputs and serves as a strong selling tool to help clients visualize their space better.
Marketing sells a vision, but in real estate, timely delivery builds a legacy, because we don’t just sell houses; we deliver the foundation of a family’s future, and that trust is the truest measure of our success
That said, real estate remains a tangible business. Clients still prefer to see the finished product directly rather than relying only on digital models. While AI supports the sales process, the real trust comes from delivering quality construction on the ground, and that continues to be the focus.
Describe your leadership style.
For me, leadership is about setting an example, not holding a designation. At Finstem, every department works independently, and people take full ownership of their roles. I see myself as a support system, guiding and enabling my team to grow rather than directing them.
We don’t believe in the employer– employee divide; everyone has a sense of belonging, and even the smallest role is valued. Respect and timely recognition are the foundation, which is why our people stay loyal. While there is scope to invest more in training and learning, the family-like culture at Finstem continues to keep the team motivated and driven.
Where is your future destination?
Within our team, we focus on helping people grow. When someone rises from a lower level to a higher one and shows the drive to start something of their own, we support them. If a team member wants to build a venture, we are ready to invest. Over time, our investments in smaller companies have not only helped our people but also brought strong rewards back to the organization.
What advice would you give to aspiring leaders?
For newcomers in real estate, the key lesson is to focus on building, not just marketing. Do not let brokers or channel partners push you into spending heavily on promotions. Your duty is to deliver.
Tech tools, walkthroughs, and brochures may create excitement, but a home is not a display item. For most buyers, it is their life’s dream. Respect their hard-earned money and never over promise. Treat yourself as a manufacturer whose job is to build and hand over what is committed.
Plan finances around actual construction costs, not projected sales. The first money you receive from clients, banks, or investors should be secured in escrow and used only for construction until the project is complete. Marketing and brand building can come later, once you have surplus funds. A strong brand is valuable, but never at the cost of timely and quality delivery.
Manish K Shoundik, Chairman, Finstem Group
Manish K Shoundik is an entrepreneur with two decades of experience in finance and business leadership. As Chairman of Finstem Group, he drives ventures in financial services, infrastructure, real estate, hospitality, digital marketing, and interior design.
Hobbies:
•Exploring new ideas and markets
•Building new ventures from those learnings
Awards:
•My true reward is seeing my employees happy and proud of what we’ve achieved together
Within our team, we focus on helping people grow. When someone rises from a lower level to a higher one and shows the drive to start something of their own, we support them. If a team member wants to build a venture, we are ready to invest. Over time, our investments in smaller companies have not only helped our people but also brought strong rewards back to the organization.
What advice would you give to aspiring leaders?
For newcomers in real estate, the key lesson is to focus on building, not just marketing. Do not let brokers or channel partners push you into spending heavily on promotions. Your duty is to deliver.
Tech tools, walkthroughs, and brochures may create excitement, but a home is not a display item. For most buyers, it is their life’s dream. Respect their hard-earned money and never over promise. Treat yourself as a manufacturer whose job is to build and hand over what is committed.
Plan finances around actual construction costs, not projected sales. The first money you receive from clients, banks, or investors should be secured in escrow and used only for construction until the project is complete. Marketing and brand building can come later, once you have surplus funds. A strong brand is valuable, but never at the cost of timely and quality delivery.
Manish K Shoundik, Chairman, Finstem Group
Manish K Shoundik is an entrepreneur with two decades of experience in finance and business leadership. As Chairman of Finstem Group, he drives ventures in financial services, infrastructure, real estate, hospitality, digital marketing, and interior design.
Hobbies:
•Exploring new ideas and markets
•Building new ventures from those learnings
Awards:
•My true reward is seeing my employees happy and proud of what we’ve achieved together