Pranay Desai

Agilitas x Virat Kohli partnership is one of the masterstroke deals I have seen in recent times. Virat invests 40 CR in Agilitas for a 1.94% stake, putting Agilitas’s valuation around 2000 CR. 📈 In turn, Agilitas acquires one8world, making Virat a co-founder and shareholder. They now get two very important growth levers: ⬇️ 1. A powerful manufacturing (via Mochiko Shoes - a 600 CR+ footwear brand that Agilitas acquired in 2008 ), 2. India’s biggest athlete — exclusively aligned. Easily becomes a 4000 CR revenue brand in the next 5 years. Footwear + retail scale requires capital — but this partnership compresses customer acquisition, product cycles, and brand-building like few others. Even Virat said in his podcast with Abhishek Ganguly, the co-founder of Agilitas that, “I didn’t want a brand deal… I wanted to build something that outlives me.” And Abhishek said something even beautiful - “An ambition to build from India but be globally relevant.” This isn’t marketing. This is legacy building with shared skin in the game. And that is how startups work - shared ambition with one goal (to make the company big) and food (read stake) in the table for everyone! A company that can be built in the long term with culture, capital, and conviction aligned. This might be the first time in India, where an athlete joins hands with a sport company to re-imagine and build the sport ecosystem of India - truly revolutionalising the game with a clear vision. 🙌

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Pleased to announce that Karekeba Ventures, among others, has invested in Stylework SaaS-based co-working/managed workspace aggregator Stylework on Wednesday announced the closure of Rs 30-crore Pre-Series B funding, which is planned to be deployed towards technology enhancement, domestic and international market expansion, and hiring key leadership personnel. Of the total funding, the company had achieved the first close of Rs 10-crore led by Equentis Angel Fund last month, with participation from Karekeba ventures /Cogniphy AIF Fund alongside continued subscriptions from Lets Venture Fund, MoneyVyapaar, HNIs and other strategic investors, Stylework said. Karekeba Ventures Kshitiz Anand Vishal Nikumbh

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Recko | A Stripe company's $150M acquisition proved that India Talent can build world class software. Here are the top learnings from my podcast with Saurya, Co-founder, Recko: 1. Recko was founded in 2017 by Saurya and Prashant to fix the complex and broken process of financial reconciliation in fast-growing B2C companies like Flipkart and Blinkit. 2. Getting the product off the ground was really tough. Early customers openly said they didn’t need it, and investors thought the idea was pointless. Recko was trying to build in a new category where there were no benchmarks or clear paths to follow. 3. Their first big break came from Myntra, who reached out just when Recko was down to their last $500. Over the next 3 to 4 months, they worked closely with Myntra’s finance team to solve huge reconciliation problems involving millions of data rows. That work earned them the credibility to build the product. 4. Indian VCs passed on Recko for several reasons: Lack of investor-focus on B2B during 2017-18 , the perception that back-office products were unsexy and the pressure for fast hockey stick growth. In some cases, even customers denied they had the problem Recko was solving, which confused potential investors further. 5. Saurya shares that India’s B2B ecosystem has “over-indexed” on cost advantages and marketing-heavy models. But to truly compete globally and reach higher valuations, companies should start with a solid product that offers real value through Tech and product superiority, not just by being cheaper. 6. For early-stage B2B startups, the most important metrics is not ARR, but product shape & product usage- how often the product is used and how critical it is to the workflow of the business. If your product becomes part of a company’s core workflow, it’s much harder for them to stop using it- even if it’s tough to sell at first. 7. Stripe's acquisition of Recko was primarily a product acceleration and product suite completion strategy. With financial operations closely tied to payments, Recko brought deep expertise in that space- something Stripe's customers were already asking for. 8. Recko was acquired at a 75X revenue multiple of $2 million ARR - A result of the product's unique strength, very specific domain knowledge, and "thickness" in its product layer. This contrasts with companies offering easily replicable solutions or operating in crowded, benchmarked categories, which give them lesser leverage in acquisitions. 9. The acquisition process took about six months, with four of those months spent on intense due diligence. Founders must manage conflicting expectations from investors and employees while maintaining highly confidential communication throughout. 10. Saurya advises founders to prioritize long-term relationships over attempting to "squeeze the last drop" of money during an acquisition, as future collaborations are likely. 

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🚀 Funding Update in the Indian Startup Ecosystem Mumbai-based Luma fertility, a tech-enabled fertility care startup, has successfully raised $4 million in seed funding, led by Peak XV Partners (via its Surge program), along with participation from notable investors like Ameera Shah (Metropolis Healthcare) and Vijay Taparia (B2V Ventures). Founded by Neha K Motwani, Luma Fertility is building a patient-first platform to offer end-to-end reproductive care—covering IVF, fertility assessments, egg freezing, at-home diagnostics, and more. The startup is leveraging technology and empathy to modernize fertility services in India. 📍 With a flagship clinic in Bandra West, Mumbai, Luma now aims to expand across multiple cities over the next two years. This is yet another sign of rising investor confidence in healthtech and femtech sectors in India. As a funding consultant, I closely track such movements and assist businesses in navigating their own equity and debt funding journeys. 📩 If you're a startup or growing company looking to raise capital or explore funding options, feel free to connect. #FundingNews #StartupFunding #SeedFunding #LumaFertility #PeakXV #HealthTech #FemTech #IndianStartups #Linkedin #techindia #healthcare

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The Real Value in M&A: Why Imarticus Learning Kept MyCaptain's Founders After a ₹50 Cr Acquisition Most acquisitions follow a predictable trajectory: acquire the company, extract the value, watch the founders exit within 18 months. But Imarticus Learning is rewriting this narrative as they prepare for their ₹750 Cr IPO. Their ₹50 Cr acquisition of MyCaptain reveals a strategic masterstroke. Instead of just acquiring assets, Imarticus secured MyCaptain's founding team, elevating them to senior leadership roles. Here's why this decision is brilliant: Specialized expertise: MyCaptain brings deep knowledge in creative and startup-focused career programs — areas where Imarticus wants to expand but lacks institutional proficiency. Market penetration: MyCaptain has already cracked Tier 2 and Tier 3 cities, with 60% of their 1,500+ college campus learners coming from non-metro areas distribution channels that would take Imarticus years to build. Entrepreneurial infusion: Imarticus is betting that MyCaptain's founder DNA will accelerate their IPO journey, injecting innovative thinking across their 850+ employee organization. The results speak volumes: MyCaptain achieved ₹27 crore revenue and EBITDA breakeven in FY25, with Imarticus projecting a 5X growth within three years. While competitors reshuffle or stumble, Imarticus has strategically made four acquisitions in four years, each strengthening their position for public markets. The key insight? In talent-driven acquisitions like Imarticus–MyCaptain, retaining founders can unlock specialized innovation, rapid market access, and strategic agility but true value depends on aligning goals, culture, and execution. What's your experience with acquisitions where founders remained long-term? What factors determined their success or failure?

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We at Trifecta Capital have been fortunate to partner with Meesho as a growth investor over the last few years, and it is great to see the business model and growth vectors being articulated with such clarity across multiple recent pre-IPO conversations. Across these interviews, Vidit Aatrey consistently frames a very deliberate set of choices around the model:  • A pure marketplace, zero-commission core that goes all-in on value-conscious Bharat, while shifting monetisation to fulfilment and to structurally better profit pools in high-ROI seller ads.  • A logistics and fulfilment stack that is optimised to expand the addressable market and improve economics for the ecosystem, even if the real margin pool sits elsewhere.  • Ads and, over time, lending as data-led layers on top of a dense transaction graph, with significant headroom in both penetration and product sophistication. What is equally striking is how Meesho has carved out this position in the shadow of much larger, better-capitalised players by choosing a very different battle: building for value-conscious Bharat, expanding the market with truly new-to-ecommerce customers, and turning that segment into its own defensible niche in “value commerce”. Meesho’s business model is a useful reminder that durable internet platforms are built on clear, consistent answers to “who do we serve, how do we win for them, and where do profits really come from”, and Meesho has been remarkably steady on all three. Trifecta Capital Rahul Khanna Nilesh Kothari Lavanya Ashok Surbhi Garg Jayant Singhal #Meesho #Ecommerce #IPO #GrowthEquity #Startups

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The healthcare ecosystem in India presents a unique set of challenges and opportunities for startups. The 4th Brij Round discussion with the founder of an India-focused health platform highlighted several crucial points for pitching investors in this complex market: Clarify Your Stakeholders and Sales Channels: It is essential to clearly articulate which stakeholder will be paying for your product and who will be responsible for making the sale. This demonstrates a clear understanding of the market dynamics. Justify Your Sales Channel: Go beyond identifying your sales channel. Explain why it is the most effective choice and what incentives are in place for that channel to succeed. Focus on Value and Retention, Not Just Technology: While your technology is important, your pitch should focus on the tangible value you provide to the user and the strategies you will employ for user retention. Provide Clear ROI Calculations: India is a price-sensitive and value-conscious market. A well-articulated calculation of the return on investment for your customers is not just a nice-to-have; it's a necessity. Keep Your Initial Presentation Focused: Avoid overwhelming investors with too much information in the first meeting. The primary objective of your initial pitch is to convince them of your vision and the viability of your business. Further details can be discussed in subsequent meetings. Navigating the Indian healthcare market requires a nuanced approach. A pitch that addresses these key points will be significantly more compelling to investors. #Healthcare #HealthTech #Startup #Entrepreneurship #VentureCapital #India #Pitching

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Excited to share this News, 888vc, Our Early-stage venture capital firm based in Bangalore, India has launched platfrom Gro8 backed by ₹175 crore (US$ 20M) fund to back startups focused on AI, deep tech, Enterprise SAAS and sustainability over the next three years. 💡 Key Focus Areas: 🔹 Average ticket size of ₹2–4 crores 🔹 Sector Agnostic Angel fund 🔹 Focus on globally scalable solutions 🔹 Launch of GRO8 angel platform for cross-border funding, mentorship & market access 📌 If you’re building in AI, deep-tech, or sustainability with ambitions to grow globally, let’s talk. Read more here: https://lnkd.in/gtUcYkrx #888vc #gro8 #venturecapital #angelinvestments #startups

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GCCs in 2025: Scaling Headcount, But Struggling with Headway India’s 1,600+ GCCs are no longer just delivery engines, they’re expected to drive innovation, transformation, and AI-enabled growth. But here's the uncomfortable truth: 70% of GCC leaders say they’re under pressure to “do more” with fewer resources, rising expectations, and complex global alignment. (Source: Everest Group 2025 GCC Pulse) Having worked across the US, APAC, and now India, here’s what I’m observing on the ground: The 3 Pain Points Nobody Likes to Talk About: 1. Capability ≠ Readiness Teams are technically skilled, but not always business-ready. Many lack real exposure to the client context or the "why" behind what they build. 2. Leadership Layers Are Thin There’s a shortage of enterprise-aligned, globally seasoned leaders who can influence beyond delivery and drive strategic conversations with HQ. 3. Infra and Ops Still Playing Catch-Up AI, automation, cloud-first strategies, all promised, but legacy systems and siloed ops are slowing value realization. What Needs to Change: My View/my observation/my experience 1. Embed “Outside-In” Thinking GCCs need leaders who’ve seen scale and strategy, who’ve sat at global tables and understand the market, not just the metrics. 2. Shift from Role Filling to Role Reimagining Instead of hiring more program managers, let’s build capability pods with design, infra, data, and domain in one integrated view. 3. Move from Efficiency to Experience Infra and digital ops need to become proactive enablers, not reactive backbones. That means smarter automation, AI-led workflows, and self-healing systems. The potential is enormous but we can’t keep solving tomorrow’s challenges with yesterday’s models. India’s GCCs can absolutely lead from the front but it starts with rebuilding trust, rethinking org design, and empowering a new layer of leadership. And that’s where I believe leaders like us, who’ve navigated complexity globally, can truly add value. Would love to hear from others building or leading the next generation of GCCs what's your biggest challenge right now? #GCC #DigitalTransformation #Leadership #ReturnToIndia #InfraLeadership #GenAI #FutureOfWork #IndiaGCC #GCCReset #GCCs2030 #Hyderabad GCC Pulse™ nasscom ANSR Lalit Ahuja Achyut Menon "AK" Arindam Sen EY EY Technology Solutions Talentiser KPMG India Korn Ferry Vishnu BG Viswanathan K S Gopal A Iyer SHRM India Indian School of Business Vishwanadh Raju Zinnov Pari Natarajan Nilesh Thakker Pavan Kumar Bandaru Supriya Accenture in India

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Regional Snacks, Wafers & Namkeen Brands Who Is Expanding Distribution Networks In Nationwide. India’s snacks and namkeen market has transformed dramatically over the last decade. While national brands dominate metros, regional and emerging brands are witnessing rapid growth in tier‑2 and tier‑3 cities. This presents a huge opportunity for brands to expand their distribution networks and reach millions of new consumers. 📊 Market Insights The Indian snacks market is estimated to cross ₹1,50,000 crores by 2026, driven by urbanization, changing lifestyles, and increasing retail access. Tier-2 and tier-3 cities contribute over 40% of FMCG snack consumption growth, indicating a massive untapped potential for regional brands. Consumers are increasingly exploring traditional and regional flavors, which gives smaller or emerging namkeen brands an edge over standard products. 🌟 Leading Regional & Emerging Snack Brands 🔹 Established Leaders Balaji Wafers – Gujarat-based, popular for potato chips & namkeen. Haldiram’s – Heritage brand with nationwide distribution. Bikanervala / Bikano – Rajasthan-origin snacks and sweets, strong retail presence. Chitale Bandhu Mithaiwale – Famous for bakarwadi & traditional mixtures. 🔹 Emerging & Regional Brands Nutkhat Namkeen (Janta Foods) – Moong dal, sev, banana & potato wafers. Chappan Bhog – Traditional mixtures from North India. Kipps Confectioners Pvt. Ltd. – UP-based namkeen products. Prakash / Pratap Namkeens – Regional favorites in local markets. Family Namkeen, Gopal Snacks Pvt. Ltd., Avadh Snacks – Growing regional brands actively seeking distributors. 🔑 Strategies for Effective Distribution Expansion Identify the right distributors – Focus on partners with strong local networks and market knowledge. Offer attractive margins and incentives – Flexible and scalable distribution agreements help build long-term relationships. Leverage modern retail & e-commerce – Use online marketplaces and quick commerce logistics to complement offline presence. Ensure supply chain consistency – Maintain quality, packaging, and timely delivery to establish trust with distributors and retailers. Brand visibility & marketing support – Provide POS material, promotional campaigns, and sampling programs to drive adoption. 🤝 Opportunities for Distributors Distributors partnering with regional snack brands can: Expand their portfolio with high-demand, regionally popular products. Tap into rapidly growing markets beyond metropolitan cities. Access marketing support, training, and sales guidance from established brands. At 1ClickDistributors, we specialize in connecting brands with distributors across India 📩 Connect with us today to explore distribution opportunities and grow your business across India. #FMCG #IndianSnacks #Namkeen #SnackIndustry #DistributionNetwork #BusinessGrowth #RegionalBrands #MadeInIndia #Tier2Cities #Tier3Cities #FoodBusiness #FranchiseOpportunity

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"OTT platform Chaupal is redefining content consumption — especially in regional India and the global Punjabi diaspora. From humble beginnings to now being profitable as of April 2025, Chaupal's journey mirrors that of a tech startup backed by a fanatical user base and sharp strategic execution" Huge shoutout to Sami Khan for this piece and to Latika Sharma and Apple for facilitating this. https://lnkd.in/gx9QUNnK

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