How did your background lead to the creation of Arora Digital?

After nearly 20 years in senior-level accountancy, banking, risk and compliance roles, I had seen first-hand how complex organisations make decisions, manage risk and adopt change. Working with organisations such as PwC, JP Morgan and UBS gave me a deep understanding of trust, governance, commercial discipline and the importance of senior relationships. Arora Digital was created from that experience: to help organisations connect with the right people, enter new markets with credibility, and build the trusted networks needed to accelerate innovation and growth.

What gap did you see in the market?

I saw a gap for a more strategic, curated and trusted platform that could connect corporates, technology companies, startups and senior industry leaders in a way that felt meaningful rather than transactional. Too often, market entry, innovation and executive networking sit in separate silos. Arora Digital brings these together through platforms such as Retail Innovation Council and UK Launchpad.

What’s wrong with how corporates and startups currently interact?

One of the biggest challenges is that corporates and startups often operate at very different speeds, with very different risk appetites. Large organisations naturally prioritise stability, governance and proven delivery. That can make it difficult for emerging companies with innovative ideas to gain traction, especially when corporates prefer solutions that have already been tested elsewhere. At the same time, startups often struggle to access the right decision-makers or navigate complex procurement, compliance and risk processes. Arora Digital helps bridge that gap by creating trusted environments where innovation can be explored with the right level of credibility, commercial understanding and senior executive engagement.

What do you ultimately want Arora Digital to become?

I want Arora Digital to become a leading platform for understanding the real challenges facing corporates, connecting those organisations with relevant innovation, and helping great ideas succeed in the market. The goal is to sit at the intersection of corporate need, emerging technology and trusted executive networks — helping both established companies and innovators move beyond conversation into meaningful commercial outcomes.

Do you want to develop councils to cover other sectors?

Potentially, yes — but not before the model has been properly developed and proven with our retail corporate members. The priority is to build something genuinely valuable, trusted and outcome-led within retail first. Once the model is working well and clearly delivering value, there is an opportunity to apply the same approach to other sectors where corporates face similar challenges around innovation, transformation and market access.