01 · Scope
What we do
Four programmes, one method underneath all of them. They differ in who is in the room and what that person has to walk out able to do.
Executive presence
For leadership and high-potential cohorts. The gap between the authority somebody has earned and the authority a room reads on them. Boardroom bearing, visual credibility, voice, and the specific problem of being the most junior-looking person with the most senior mandate.
Customer experience and service presence
For customer-facing teams in retail, BFSI, healthcare and real estate. What a customer decides about your brand in the first few seconds with a person wearing your name badge, and how to make that decision the one you paid for.
Hospitality presence
For hotels and premium service environments. Grooming standards that survive a double shift, guest-facing bearing, and the difference between a trained smile and a person who knows what they are doing.
Etiquette and protocol
For teams who host, travel or negotiate across cultures. Dining, introductions, gifting, hierarchy, and what changes when the counterparty is Japanese, German or Gulf rather than American.
Keynotes run separately, for conferences and offsites, on the same material at one-to-many scale.
02 · Method
The 7 Pillars
Presence gets treated as a personality trait, which is why most training on it fails. Break it into seven observable behaviours and every one of them can be taught, practised and scored.
Select a pillar to see what it covers, what it looks like when somebody has it, and how we put a number on it.
Why seven and not five. Every pillar on that list has to pass one test: can an observer who was not in the training agree on whether it is present. If a pillar cannot be scored by somebody with no stake in the answer, it is a theme rather than a pillar, and it does not belong in a measured programme.
03 · Measurement
How we measure it
Most presence training is evaluated on a happy sheet at the end of the day. That measures the catering. Here is what we do instead.
| When | What happens | What you get |
|---|---|---|
| 14 days before | Every participant completes the 7 Pillars self-assessment. Line managers complete a short observer form on the same seven pillars. | A baseline per participant and a cohort profile |
| Day of | Programme delivered against the gaps the baseline found, not against a fixed deck. | Session materials, participant workbook |
| 30 days after | Both instruments run again, self and observer. | Movement per pillar, per participant and per cohort |
| 45 days after | Debrief with you. | A written report: where the cohort moved, where it did not, and what the next intervention should be |
The observer form is the part that matters. A self-assessment measures confidence, which reliably rises after any good workshop. Pairing it with a line manager's read is what separates a cohort that feels different from one that is being read differently, and those are not the same result.
What this instrument cannot do, said plainly. It measures observable presence behaviours across two points in time. It does not prove causation, it cannot isolate our programme from everything else happening in your business that quarter, and thirty days is long enough to show movement and too short to prove durability. Anyone offering you a clean causal number on a soft-skills intervention is selling you a number rather than a result. We would rather hand you an honest instrument and let you decide what it is worth.
04 · Formats
Delivery formats
| Format | Duration | Group | Best for |
|---|---|---|---|
| Half day | 3 to 4 hrs | Up to 25 | A pilot, or a single pillar taken deep. The usual first engagement. |
| Full day | 7 to 8 hrs | Up to 25 | All seven pillars with practice time. The standard cohort day. |
| Multi day | 2 to 4 days | Up to 25 | Leadership programmes where behaviour has to change, not just be understood. |
| Keynote | 45 to 90 min | No cap | Conferences, town halls, offsites. Awareness, not behaviour change. |
| Multi batch | Rolling | 25 per batch | Frontline and hospitality teams who cannot leave the floor together. |
| Retainer | 6 or 12 months | By programme | Ongoing cohorts, refreshers, and standards that have to hold after we leave. |
Twenty-five is a working ceiling, not a preference. Above that, individual practice time falls below the point where anybody changes a behaviour, and the day quietly becomes a lecture.
05 · Scope
Build your scope
Four choices and you have a structured brief you can paste into an internal note, forward to a colleague, or send to us. It costs you a minute and it saves the first meeting.
Scope builder
Runs entirely in your browser. Nothing is sent anywhere until you press a button.
No price appears here on purpose. A number without a conversation about your cohort, your cities and your calendar would be a guess dressed as a quote. Send the brief and you get a written price inside two working days.
06 · Reach
Delivering across India
The question every national learning and development buyer asks second: can you do this in Coimbatore on the same standard as Mumbai. The honest answer has two parts.
What scales
The instrument, the workbook, the pillar definitions, the scoring, the reporting. Certified associate trainers deliver against the same materials and are briefed on the same cohort baseline, so a batch in Coimbatore is scored the way a batch in Mumbai is scored.
What does not
Bandita is one person. Where a programme needs her specifically, that is a calendar constraint and we say so at proposal stage rather than at delivery. For a 500-person rollout, expect her on the leadership cohorts and the train-the-trainer, not on every batch.
Delivery is in English and Hindi. Sessions run in your offices, at a hotel, or at the Andheri East studio for small senior groups.
07 · Credentials
Credentials, with the awarding bodies named
Procurement asks who certified the trainer, not whether the trainer is certified. So:
Conselle
Conselle Institute of Image Management, Utah, USA. The international qualification in image management.
ICBI
Image Consulting Business Institute, Mumbai. India's principal training body in the discipline.
SQA UK
Scottish Qualifications Authority, with NABET accreditation in India.
IMPA
Image Management Professionals Association. Professional body membership.
Certificates are available on request for your vendor file, and we would rather send them unprompted than be asked.
08 · Track record
Who we have worked with
A note on that second number, because it is the one a diligent buyer will test. Of the 223, roughly thirty are communities and non-profits and nine are institutions. The rest are commercial organisations. We say organisations rather than brands for that reason, and we would rather hand you the breakdown than have you find it.
Sectors we have delivered into: jewellery and luxury retail, hospitality, banking and financial services, healthcare, real estate, pharmaceuticals, education, and government-adjacent institutions.
Why there are no client names on this page. Several of our largest engagements sit under agreements that govern how the relationship may be described in published material. A logo on a wall and a client name in a document that gets forwarded, indexed and syndicated are two different acts. Named references, including introductions to people who will take your call, are available under NDA at shortlist stage. That is the correct point in a procurement process for them anyway.
09 · The practitioner
Who runs it
Bandita Patro trained as an engineer, spent fifteen years inside corporate pharma, then qualified at the Conselle Institute in Utah and built this practice.
That sequence is the reason to hire her rather than a stylist with a training certificate. She has sat in the meetings your cohort sits in. She has been the woman in the room whose technical case was sound and whose read in the room was not, and she has watched who got promoted and who did not for reasons nobody wrote down. The engineering shows up in the method, which is systematic in a field that mostly runs on taste.
She delivers the leadership cohorts and the train-the-trainer herself. On large rollouts, certified associates deliver the volume batches against her materials and her scoring.
10 · Fit
When we are the wrong choice
Four situations, three of which mean you should spend the budget elsewhere. Saying so costs us a small number of engagements and saves both of us a bad one.
Not us
You need a dress code enforced. That is a policy document and a manager conversation. Bringing in a trainer to deliver an instruction the business has not been willing to issue makes the trainer the villain and changes nothing.
Not us
Attrition is the real problem. Presence training will not hold people who are leaving over pay, a manager or a promotion ceiling. It will produce a well-presented cohort who resign anyway.
Not us
You want a guaranteed number. If the brief requires a supplier to commit to a percentage lift in sales, net promoter score or engagement, we will not bid. Somebody will, and their number will be invented.
Us
You have capable people who are not being read as capable. That is the specific problem this practice exists to solve, and it is where the before and after numbers move most.
11 · Evidence
The number we refuse to use
Almost every deck in this category quotes a statistic saying most of communication is non-verbal. It usually appears as 55 percent, and it comes from work Albert Mehrabian published in 1971.
That work measured something narrower than the way it gets used. It looked at how people resolve conflicting signals about feelings and attitudes, in a laboratory, using single words. It was never a finding about how credibility is built in a boardroom, and Mehrabian himself has objected to the stretch.
So we do not quote it. Not because the underlying point is wrong, since people plainly do form fast reads of each other, but because a buyer who has read the paper will catch it, and at that moment everything else in the deck becomes suspect too.
Test us with this. Ask any presence or soft-skills supplier where their headline statistic comes from and what it actually measured. It is a thirty-second question and it sorts the field faster than a capability deck does. Ask it of us as well.
12 · Process
How an engagement runs
| Step | What happens | Who does it | When |
|---|---|---|---|
| 1 · Scoping call | Thirty minutes. What the cohort is, what has already been tried, and what would count as this having worked. | You and Bandita | Week 0 |
| 2 · Proposal | Written scope, dates, cities, cohort structure, deliverables and fee. Two working days from the call. | Us | Week 1 |
| 3 · Baseline | Self and observer assessments run. We design against what they show. | Participants and line managers | Week 2 to 3 |
| 4 · Delivery | The programme, in the agreed format and locations. | Bandita, or certified associates at volume | Week 4 |
| 5 · Re-score and debrief | Both instruments run again. Written report and a conversation about what to do next. | Us, with you | Week 8 to 10 |
Most organisations start with a half-day pilot on one cohort. It is the cheapest way to find out whether the room responds to this before anybody commits a rollout budget, and we recommend it even when a larger engagement is obviously on the table.
13 · Procurement
Facts for the vendor form
The details somebody has to chase before a purchase order can be raised, gathered in one place.
| Entity | Mundial Image Consulting, Mumbai, Maharashtra, India |
|---|---|
| Registered address | Office 201, Acme Plaza No. 2, Andheri Kurla Road, Chakala, Andheri East, Mumbai 400059 |
| GST and PAN | Issued on the invoice and available in advance for vendor onboarding. Ask and we send them the same day. |
| Invoicing | Fifty percent on confirmation, balance within 15 days of the last delivery date. Fees exclusive of GST. |
| Travel and stay | Outside Mumbai, billed at actuals and approved in writing before anything is booked. |
| Cancellation | Published in full at terms and conditions, section 05. Sliding scale from 14 days out. |
| Materials licence | Workbooks and instruments licensed for internal use by named participants. Not for learning-management-system upload or onward training without written agreement. |
| Participant data | Assessment answers belong to the participant. You receive attendance and cohort-level scores, never an individual's answers. Set out at privacy policy, section 06. |
| Languages | English and Hindi |
| Lead time | Three weeks from signed proposal, driven by the baseline window rather than the calendar |
| References | Named, contactable, under NDA at shortlist stage |
14 · Next step
Next step
One conversation, thirty minutes, no deck. Bring the cohort you are worried about and what has already been tried on them.
Start with the scoping call
Or send the scope you built in section 05 and skip straight to a written proposal. Either way you get an answer from Bandita, not from a coordinator.
Andheri Kurla Road
Next to JB Nagar Metro Station
Chakala, Andheri East
Mumbai 400059, India
10am to 6pm IST
ResponseSame working day for corporate enquiries
Corporate capability statement · Version 1.0 · August 2026
Mundial Image Consulting, Mumbai. Terms of engagement at terms and conditions. Data handling at privacy policy. Every figure on this page is one we can evidence on request, and there are no guaranteed-outcome claims anywhere in it, deliberately.