Documented engagements with Indian founders — the decisions we helped make, the problems we diagnosed, and the results that followed.
75+
Engagements
18
Sectors
₹80Cr+
Capital influenced
75 case studies
A B2B SaaS founder had built impressive ARR but on a fragile base — three clients driving 70% of revenue. We rebuilt pricing architecture and retention systems from scratch to create durable, distributed growth.
A D2C brand with strong brand equity couldn't close a Series A because the unit economics didn't hold under investor scrutiny. We restructured CAC, LTV, and payback assumptions — and closed the round four months later.
Burning through runway while chasing a B2C model that showed retention problems at every cohort. We helped them identify the enterprise signal buried in their data and repositioned to B2B — changing the entire revenue trajectory.
Every deal required the founder's direct involvement. Revenue was capped at whatever one person could close. We designed a repeatable sales motion — qualification, process, and handoffs — that the team could own.
An edtech company had 11 weeks of runway and a Series A that wasn't coming fast enough. Without touching headcount or product, we restructured burn and collections to buy 8 more months — enough to close the round.
A health-tech startup had been iterating on its product for two years. The underlying problem wasn't the product — it was that they were selling to the wrong customer. We helped isolate the B2B enterprise buyer hidden in their data.
A logistics startup grew from 8 to 22 people in 14 months and lost control of its operations. Decisions stalled, accountability diffused, and quality dropped. We built the first management layer from first principles.
A climate tech founder had an exceptional deck and a business that wasn't ready for institutional capital. We identified the four structural gaps that investors were quietly flagging and built a 90-day roadmap to address them.
A profitable SaaS business had never pressure-tested its pricing. In a structured audit we found three systematic underpricing patterns. The correction was implemented over 60 days with zero customer churn.
A two-year conflict between a co-founder and a key hire had fractured the leadership team. Half the company knew. Performance was declining. We facilitated structured resolution and built a new accountability framework.
After a strong first year, a D2C skincare brand watched its blended CAC triple as performance channels saturated. We restructured the acquisition mix and rebuilt the LTV model — returning the brand to profitable growth.
The business had been leaving money on the table across three separate dimensions — pricing, contract structure, and upsell motion. None of it required new customers. All of it required structural clarity.
Brilliant product, impenetrable messaging. The founder could explain it to engineers. Nobody else could understand what it did or why they should care. We rebuilt the positioning and sales narrative from the buyer's perspective.
A second-generation family business with strong fundamentals had never been structured for institutional investors. We formalized governance, cleaned the cap table narrative, and built the financial model required for a PE conversation.
Three senior leaders were 30 days from resigning in a coordinated departure. The founder didn't know. We identified the pattern, facilitated direct conversation, and restructured the equity and role framework that had created the problem.
A profitable services business wanted to build a product arm. The transition threatened to hollow out the existing revenue base. We built a migration path that let both models coexist without destabilizing cash flow.
A consumer brand was preparing to expand into 40 new retail locations. Our analysis identified that 28 of them would be structurally unprofitable at current margin. The remaining 12 delivered the growth they expected — at a fraction of the cost.
Growth had happened faster than the systems to manage it. Priorities were verbal, accountability was informal, and the founder was the only integration point. We designed and implemented the first OKR framework — built for a team, not a corporation.
The fundraise had stalled for seven months. Investor meetings were happening but no one was committing. The problem wasn't the business — it was the narrative, the financial model, and the sequencing of the investor outreach.
Revenue was growing but margin was not. Every rupee of top-line growth seemed to require more headcount, more tools, and more overhead. We designed the operational restructure that brought the business to its first EBITDA-positive quarter.
A startup was negotiating with a corporate partner 100x its size. The asymmetry in information and urgency was extreme. We helped structure the negotiation so the startup retained pricing control, data rights, and exit optionality.
Triple-digit growth looked like the only story anyone wanted to read. Behind the headline was rising churn, declining NPS, and a product team that couldn't keep pace. We helped the founder consciously slow growth to fix what mattered.
An 18-month product build launched to near silence. Not because the product was wrong — because the GTM assumptions were untested. We ran a structured diagnostic and rebuilt the channel, message, and sequencing from evidence.
Two founders had worked together for three years without explicitly aligning on equity intent, role boundaries, or exit preferences. The assumptions they'd each made diverged significantly. We surfaced and resolved the gap before it became fatal.
A new CEO joining a VC-backed company discovered the financials were more complex and less healthy than disclosed. We helped design the 100-day plan — triage, communication, and restructure — that preserved investor confidence through the transition.
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