Contrary to our earlier article, Zepto’s IPO story now has taken a fresh turn. The quick commerce startup has reportedly postponed its public listing plan for now and is looking to raise around Rs. 1,000 crore through pre-IPO funding.

The important part is not only the fundraising amount. The bigger story is the valuation reset. Reports suggest Zepto may raise this money at a lower valuation than its previous private-market price. That tells us something important about the mood of investors in India’s quick commerce sector.

For a company that became famous for 10-minute grocery delivery, this is a practical move. Public market investors are asking harder questions about cash burn, profitability, and long-term margins. Zepto seems to be buying more time before facing the stock market directly.

What is happening at Zepto

According to recent reports, Zepto has delayed its IPO plan and is now exploring a pre-IPO fundraise of about Rs. 1,000 crore, or around $105 million.

Earlier, Zepto was expected to move ahead with its IPO after receiving regulatory approval. The company had filed its IPO papers through the confidential route in December 2025 and later received approval from SEBI. Reports also said the company was looking at a large public issue to raise fresh capital.

But the situation changed when institutional investors pushed back on valuation. Some reports said Zepto was considering a smaller IPO size, while others suggested investors wanted a deeper valuation cut before committing money.

In simple words, Zepto wanted to list at one price, but the market was not fully comfortable with that price.

Founders and company background

Zepto was founded in 2021 by Aadit Palicha and Kaivalya Vohra. Both are often described as Stanford University dropouts who returned to India and built a quick commerce business during a period when online grocery demand was rising fast.

The company started with a simple promise: fast delivery of groceries and daily essentials. Over time, it expanded its dark store network and became one of the most visible names in India’s quick commerce market.

Zepto is backed by investors such as Nexus Venture Partners, Glade Brook, Lightspeed, General Catalyst, Motilal Oswal and others. In October 2025, the company reportedly raised $450 million at a valuation of about $7 billion.

That earlier valuation is now part of the debate. Public market investors appear to be valuing the business more cautiously.

Why Zepto may be delaying the IPO

The first reason is valuation pressure.

As per reports, investors were not fully comfortable with Zepto’s earlier expected valuation. Some reports placed investor interest in a much lower valuation range compared with the $7 billion mark from its last private round.

The second reason is cash burn.

Quick commerce is a costly business. Companies need dark stores, delivery workers, inventory, technology, discounts, marketing, and strong logistics. Even if demand is high, profits do not come automatically.

The third reason is competition.

Zepto is not alone. Blinkit, owned by Eternal, and Swiggy Instamart are strong competitors. BigBasket, JioMart, Amazon and Flipkart are also active in grocery and fast delivery in different ways. In such a crowded market, investors want to know whether Zepto can grow without spending too much money.

The fourth reason is public market discipline.

Private investors may accept longer losses if growth is fast. Public market investors are often stricter. They want clearer numbers, better margins, and a believable path to profit.

What pre-IPO funding means

Pre-IPO funding is money raised before a company lists on the stock market.

For Zepto, this can serve a few purposes. It can give the company extra cash to keep growing. It can help improve investor confidence. It can also give Zepto more time to prepare for listing at a better moment.

A simple example may help. Suppose a startup wants to go public but investors are not happy with its valuation. Instead of forcing the IPO, the company may raise money privately, improve its financial performance, and come back later with stronger numbers.

That appears to be the direction Zepto is exploring now.

Why the lower valuation matters

A lower valuation is not always bad. Sometimes it is healthier.

If a company lists at an unrealistic valuation, the stock can fall after listing. That hurts retail investors, institutional investors, employees, and the company’s reputation.

A more reasonable valuation can create a better public market debut. It may also reduce pressure on the company after listing.

For Zepto, the challenge is to balance ambition with market reality. The company operates in a hot sector, but investors are no longer impressed by growth alone. They want proof that the business can become profitable at scale.

Quick commerce is still attractive

Even with valuation concerns, quick commerce remains one of India’s most exciting consumer internet sectors.

People like speed and convenience. Ordering milk, fruits, snacks, medicines, personal care products, stationery or small household items in minutes has become a habit in many urban homes.

The market is also expanding beyond only groceries. Quick commerce platforms now sell electronics accessories, beauty products, toys, festive items, pet supplies and more. This can improve order value if managed well.

But the business is difficult. Delivery speed costs money. Inventory planning is complex. Discounts can hurt margins. Dark stores need high order density to become efficient.

This is why investors are studying the sector carefully.

Competitors and market view

Zepto’s closest competitors are Blinkit and Swiggy Instamart.

Blinkit is part of Eternal, the company formerly known as Zomato. It has strong backing, wide reach and public market visibility. Swiggy Instamart is part of Swiggy, another listed food delivery and quick commerce player.

BigBasket, backed by Tata Digital, is also important, though it has historically been stronger in scheduled grocery delivery and has been building faster delivery formats. JioMart, Amazon and Flipkart also remain relevant because they have large retail, logistics and customer networks.

This means Zepto cannot depend only on speed. It must also show strong unit economics, reliable operations, customer loyalty and better margins.

What this means for investors

For investors, Zepto’s delayed IPO is a useful reminder.

A popular brand is not automatically a profitable business. A fast-growing sector is not automatically a safe investment. The numbers still matter.

Investors will likely watch Zepto’s cash position, revenue growth, losses, average order value, dark store performance, customer retention and discount levels. They will also compare Zepto with Blinkit and Swiggy Instamart because those businesses are already visible through listed companies.

If Zepto improves its financial profile before listing, the IPO may become stronger later.

What this means for Zepto

For Zepto, the pause gives breathing room.

The company can use the time to raise private capital, reduce losses, improve margins, expand carefully and build a better story for public investors. It can also avoid listing during a period when investors are questioning its valuation.

But the pause also brings pressure. Competitors will not slow down. Blinkit and Swiggy Instamart continue to push deeper into quick commerce. If Zepto raises less money or at a lower valuation, it will need to spend more carefully.

The next few months may decide how strong Zepto looks before its eventual IPO.

Conclusion with key takeaways

Zepto postponing its IPO plan and exploring Rs. 1,000 crore in pre-IPO funding is not a small update. It reflects a bigger change in India’s startup market.

Investors are still interested in quick commerce, but they want better pricing and clearer profitability. Zepto remains a strong consumer brand, but the public market wants more than brand recall. It wants financial discipline.

Key takeaways –

• Zepto has reportedly postponed its IPO plan for now.
• The company may raise around Rs. 1,000 crore in pre-IPO funding.
• The funding could happen at a lower valuation than Zepto’s previous private-market valuation.
• Zepto was founded in 2021 by Aadit Palicha and Kaivalya Vohra.
• Its main competitors include Blinkit, Swiggy Instamart, BigBasket, JioMart, Amazon and Flipkart.

Disclaimer

This article is only for information and education. It is not investment advice or a recommendation to apply for the IPO. Readers should check official IPO documents and speak with a certified financial advisor before making investment decisions.

The founders of Groww are reportedly preparing to set up a new Rs. 400-500 crore investment fund to back consumer and deeptech startups in India. If this plan moves ahead, it could become one of the more closely watched founder-led funds in the Indian startup market.

The idea is interesting because Groww itself is one of India’s biggest startup success stories. The company started with a simple goal which is to make investing easy for ordinary Indians. Now, its founders appear ready to support the next set of builders who may be solving tough problems in consumer markets and deep technology.

This is not just another fund announcement. It shows a larger shift in India’s startup world. Successful founders are no longer only building their own companies. Many of them are also becoming investors, mentors, and early backers for younger entrepreneurs.

Who are the Groww founders

Groww was started by four former Flipkart employees, Lalit Keshre, Harsh Jain, Neeraj Singh, and Ishan Bansal.

The idea took shape in 2016, and Groww began operations in 2017 as a direct mutual fund investment platform. Over time, it expanded into stocks, ETFs, IPOs, mutual funds, loans, and wealth products.

Groww’s rise came from one clear insight. Investing in India felt confusing for many beginners. The founders built a clean and simple platform that helped first-time investors start without feeling lost.

That experience can be valuable when they back new startups. They have seen how a large Indian consumer product is built from the ground up.

What the new fund may focus on

According to report, the Groww founders are planning a fund in the Rs. 400-500 crore range. The fund is expected to focus on consumer and deeptech startups.

Consumer startups are businesses that sell directly to people. These can include food brands, beauty products, fashion, health, fintech, education, home products, travel, and lifestyle services.

Deeptech startups are different. They are built around serious technology or scientific work. This can include AI, robotics, semiconductors, space technology, advanced manufacturing, clean energy, biotechnology, and cybersecurity.

The combination is unusual but sensible. Consumer startups understand people and markets. Deeptech startups build difficult products that can create long-term value. India needs both.

Why this fund matters

Founder-led funds bring something different to the table.

Traditional investors can offer capital, networks, and board-level guidance. Founder-investors can add lived experience. They know what it feels like to hire the first team, struggle with product-market fit, manage cash, handle regulations, and build trust with customers.

For example, a young consumer startup may need help with pricing, distribution, brand positioning, and customer trust. Groww’s founders understand how important simplicity and trust are when dealing with Indian users.

A deeptech startup may need patient capital and better storytelling. Many such founders are strong engineers, but they may struggle to explain their product to customers and investors. A good founder-backed fund can help them sharpen both product and business thinking.

Why consumer startups need backing now

India’s consumer market is changing fast.

People in smaller cities are buying more online. Young customers are open to new brands. Digital payments, quick delivery, and social media have made it easier for new companies to reach buyers.

But the market is also tough. Customer acquisition is expensive. Many direct-to-consumer brands struggle with repeat purchases, margins, and offline expansion.

This is where experienced investors can help. A founder-led fund can push startups to build stronger products, not just louder marketing campaigns.

The next strong consumer company in India may not come only from Mumbai, Delhi, or Bengaluru. It may come from a smaller city, with a product made for real Indian habits and price points.

Why deeptech needs patient money

Deeptech is harder than normal software.

A SaaS company can launch a product quickly and improve it every week. A robotics or semiconductor startup may need years of research, testing, manufacturing, and certifications.

This makes fundraising difficult. Many investors want quick growth, but deeptech companies often need time before revenue becomes large.

That is why a Rs. 400-500 crore fund can be useful if it takes a long-term view. India has strong engineering talent, but many deeptech startups need better access to capital, labs, mentors, manufacturing partners, and global customers.

If the Groww founders’ fund supports such companies early, it can help bring more serious technology businesses out of India.

Competitors and market view

The new fund will enter a busy early-stage investment market.

In consumer startups, it may compete with firms such as Fireside Ventures, DSG Consumer Partners, Sauce VC, Titan Capital, and early-stage arms of larger funds like Accel, Peak XV Partners, Lightspeed, and Matrix Partners India.

In deeptech, the fund may run into names such as Speciale Invest, pi Ventures, GrowX Ventures, Endiya Partners, 3one4 Capital, Blume Ventures, and Anicut Capital.

But competition is not a bad thing here among venture capital companies. Good startups usually attract multiple investors. The bigger question will be what extra value the Groww founders bring beyond money.

Their edge may come from building a trusted consumer platform at scale and understanding how digital India behaves outside the usual metro audience.

What young founders may expect

If the fund becomes active, startups may look for more than cheques.

They may expect help with product design, hiring, brand building, user growth, compliance, fundraising, and long-term planning.

A fintech founder, for example, may want advice on trust and regulation. A consumer brand may want help understanding digital distribution. A deeptech founder may want help converting research into a business story.

This is where the Groww founders’ journey can be useful. They built in a regulated sector, served everyday users, and scaled in a highly competitive market.

Conclusion with key takeaways

The reported Rs. 400-500 crore fund by Groww’s founders could become an important new source of capital for Indian consumer and deeptech startups.

It also shows how India’s startup cycle is maturing. Founders who built large companies are now starting to support the next generation. That is healthy for the market because young startups need more than money. They need people who understand the long and messy road of building a company.

Key takeaways –

1. Groww’s founders are reportedly planning a Rs. 400-500 crore fund.
2. The fund is expected to focus on consumer and deeptech startups.
3. Groww was founded by Lalit Keshre, Harsh Jain, Neeraj Singh, and Ishan Bansal.
4. The company began operations in 2017 after the idea took shape in 2016.
5. The fund may compete with early-stage consumer and deeptech investors, but its founder-led experience could be its strength.

Facts Input- ET

India’s deep-tech startup ecosystem has received a steady push from the Electronics Development Fund, better known as EDF. According to official government data, EDF-backed daughter funds have invested Rs. 1,335.77 crore, or about $139.23 million, across 128 startups and ventures.

EDF works differently. It is a government-backed fund-of-funds, which means it invests in venture funds, and those funds then invest in startups.

The model appears indirect, but it has a clear purpose. It helps bring professional fund managers, private investors and government-backed capital together to support startups working in serious technology areas like electronics, nanoelectronics, IoT, robotics, drones, AI, healthtech and cybersecurity.

What is EDF

The Electronics Development Fund was launched by the Government of India on 15 February 2016. Its main aim is to support research, development and entrepreneurship in electronics, nanoelectronics and information technology.

EDF is backed by the Ministry of Electronics and Information Technology, or MeitY. Canara Bank acts as the trustee and sponsor, while Canbank Venture Capital Funds Ltd. manages the fund.

In simple language, EDF does not usually write cheques directly to startups. Instead, it invests in professionally managed “daughter funds”. These daughter funds are venture capital or angel funds registered in India. They use their own investment judgment to back startups that fit the broader technology mission.

Why this model matters

A fund-of-funds model is useful because the government does not have to pick every startup directly.

Startup investing needs market knowledge, sector understanding and regular portfolio monitoring. Venture funds already have teams for this work. By investing through them, EDF can support more startups while still using professional fund management.

Think of it like this. Instead of one large institution trying to find every promising startup on its own, it backs multiple experienced fund managers. Those fund managers then search for companies in different technology areas.

This helps spread risk and increases reach.

How much has EDF supported

As of 30 September 2025, EDF had invested Rs. 257.77 crore in eight daughter funds. These funds then invested Rs. 1,335.77 crore across 128 startups and ventures.

The larger amount was deployed by the daughter funds, while EDF’s own investment into those funds was Rs. 257.77 crore.

The official data also says these supported startups have created more than 23,600 jobs in high-technology sectors. They have also created or acquired 368 intellectual properties, or IPs. In startup language, IP can include patents, designs, software, technical processes or other protected innovation.

EDF-backed daughter funds have also exited from 37 investments, and EDF has received Rs. 173.88 crore in cumulative returns from exits and partial exits.

Where the money went

EDF has backed eight daughter funds. These include Unicorn India Ventures Trust, Aaruha Technology Fund – 1, Endiya Seed Co-creation Fund, Karsemven Fund, pi Ventures Fund 1, YourNest India VC Fund II, Ventureast Proactive Fund – II and Exfinity Technology Fund Series II.

These funds have invested in startups across several frontier technology areas.

Some startups are working on Internet of Things, where devices are connected and exchange data. A simple example is a smart factory machine that alerts the maintenance team before it breaks down.

Some are in robotics and drones. These can be used in agriculture, warehouses, mapping, defence, inspection and disaster response.

Others are in AI and machine learning, where software learns from data to make predictions or automate decisions. Healthtech and cybersecurity startups are also part of the supported ecosystem.

Why this matters for India

India has become a large electronics and digital market, but the country still wants to build more of its own technology at home.

That is where EDF becomes important. It supports startups that can create local designs, products and intellectual property. This helps India move beyond assembly and services into deeper technology creation.

For example, if an Indian startup builds a cybersecurity product for local enterprises, it can reduce dependence on foreign tools. If another startup creates drone technology for farms or infrastructure, it can serve Indian conditions better than imported products.

The long-term goal is clear. India wants stronger domestic capability in electronics, IT and advanced technologies.

Why startups need this kind of capital

Deep-tech startups are harder to build than many app-based businesses.

A consumer app can be tested quickly. A hardware or electronics startup may need prototypes, labs, testing, manufacturing partners, certifications and longer development time. This usually needs patient capital.

For example, a robotics startup cannot simply launch a website and start selling. It must build hardware, test movement, check safety, improve design, manage parts, and support customers after deployment.

Similarly, a cybersecurity startup needs strong technical validation before customers trust it with sensitive systems.

EDF-backed capital helps such startups survive the early and difficult stages.

Competitors and similar support systems

EDF is not the only startup support mechanism in India. It works alongside other public and private funding channels.

The Startup India Fund of Funds, managed through SIDBI, supports venture funds that invest in startups across broader sectors. The Startup India Seed Fund Scheme helps early-stage startups with proof of concept, product trials and market entry. BIRAC supports biotech startups. iDEX supports defence innovation.

Private venture capital firms such as Accel, Peak XV Partners, Blume Ventures, Matrix Partners India, Lightspeed, pi Ventures, Endiya Partners and YourNest also invest in Indian startups.

EDF’s difference is its sector focus. It is more closely linked to electronics, IT and technology-led product development.

Challenges ahead

The EDF numbers are encouraging, but some challenges remain.

1. First, India still needs more deep-tech capital. Hardware, AI infrastructure, electronics and semiconductor-linked startups need larger and longer funding cycles.
2. Second, startups need better access to labs, testing facilities and manufacturing partners. Money alone cannot solve everything.
3. Third, India must turn more research into commercial products. Creating IP is good, but building globally competitive businesses from that IP is the harder part.
4. Fourth, funding should spread beyond a few strong startup hubs. Reports show Karnataka has received a large share of EDF-linked support, which reflects its strong tech ecosystem. Over time, more states will need to build similar capacity.

Conclusion with key takeaways

EDF’s support for 128 startups shows how targeted government-backed capital can help build India’s technology ecosystem. The fund may not make daily headlines like large private VC rounds, but its impact is visible in jobs, IP creation, fund activity and deep-tech startup support.

The most important point is that EDF’s role is indirect but strategic. It strengthens venture funds that then back startups in advanced technology areas. This helps India build a wider innovation base in electronics, IT and future-facing sectors.

Key takeaways –

1. EDF-backed daughter funds have invested Rs. 1,335.77 crore, or about $139.23 million, across 128 startups and ventures.
2. EDF itself has invested Rs. 257.77 crore in eight daughter funds.
3. The fund was launched by the Government of India on 15 February 2016.
4. Supported startups work in areas such as IoT, robotics, drones, AI, healthtech and cybersecurity.
5. EDF-backed startups have created more than 23,600 jobs and 368 intellectual properties.

Facts Input- PIB-Gov

India’s spacetech ecosystem is entering a more serious phase. The early excitement around private space companies is now turning into a harder question: how do young startups move from research labs and prototypes to real customers, revenue, and global markets?

Abyro Capital’s new spacetech accelerator, “Beacon”, is being introduced at this important moment. According to reports, Abyro Capital has floated the accelerator to support spacetech startups in India.

The move matters because space startups need more than capital. They need technical validation, business clarity, regulatory understanding, investor confidence, and patient guidance. Beacon’s larger purpose appears to be helping such founders become more ready for the commercial world.

Abyro Capital and its background

Abyro Capital is a technology-focused investment firm founded in 2024. The firm is led by Vamsi Kora, Founder and Managing Partner.

Abyro is an investment firm that supports entrepreneurs building impactful and sustainable businesses. The firm focuses on transformative technologies and offers hands-on help through its startup ecosystem called HIVE.

Abyro Capital is looking into areas such as deep tech, enterprise technology, AI, supply chain, logistics, and hard technology. Its listed portfolio includes names such as Navaflex, Monetize360, Navata SCS, Reva Commerce, and HComb.

Beacon now gives Abyro a sharper theme in India’s spacetech market.

Why Beacon matters

Spacetech is not an easy startup category.

A food delivery app, SaaS tool, or consumer brand can test its idea with customers fairly quickly. A spacetech startup may need years of engineering, testing, certification, manufacturing, launch partnerships, and regulatory approvals before its product becomes commercially useful.

That is why an accelerator can be helpful.

A programme like Beacon can give founders structured support during the early stage. It can help them understand whether their technology has a real market, how to speak to investors, how to price their solution, and how to build partnerships.

For example, a startup building satellite components may have a strong engineering team, but it still needs help with testing, supply chains, customer discovery, and funding. Another startup using satellite images for agriculture may need to figure out whether its paying customer is the farmer, an insurer, a bank, a government agency, or an agritech company.

These are not small questions. They decide whether a startup becomes a company or remains only a promising project.

What Beacon may aim to solve

The biggest gap in Indian spacetech is not talent. India has strong engineering talent and a long space legacy through ISRO.

The gap is often in commercialization.

Many founders know how to build the technology, but they may not know how to take it to market. Some may also struggle to explain their business to investors who are more used to software startups. Space products take longer, need more capital, and carry higher technical risk.

Beacon can help bridge this gap if it focuses on three things.

1. The first is investor readiness. Spacetech founders need to explain timelines, risks, cost of development, revenue potential, and market size in a clear way.
2. The second is customer access. A satellite analytics startup needs customers in sectors like agriculture, insurance, climate, defence, logistics, or infrastructure. A launch or hardware startup may need enterprise and government-linked partnerships.
3. The third is founder guidance. Many spacetech founders are first-time entrepreneurs. They may need help with hiring, financial planning, legal structure, intellectual property, go-to-market strategy, and future fundraising.

India’s spacetech moment

India’s private space sector has grown quickly after major reforms.

IN-SPACe was created as a single-window agency to promote, authorize, and supervise private space activities. The Indian Space Policy 2023 also gave private companies a clearer role across the space value chain.

According to PIB, India’s space economy was estimated at about $8.4 billion, with a target of nearly $44 billion by 2033. Another PIB update said nearly 400 space startups were active in India across launch vehicles, satellites, propulsion systems, and space-grade electronics.

This growth has changed the mood of the market. Startups are no longer only talking about space as a dream. They are building rockets, satellite systems, propulsion tools, earth observation platforms, space electronics, and data services.

Beacon is entering this market when founders need serious business-building support.

Competitors and similar programmes

Beacon will operate in a space where other accelerator and support programmes are already active.

T-Hub’s ORBIT spacetech accelerator has supported multiple startups across propulsion, orbital servicing, satellite intelligence, and downstream geospatial solutions. AWS also launched its Space Accelerator in India with T-Hub and Minfy. ISRO and Social Alpha earlier launched SpIN, a platform focused on space innovation and venture development.

Globally, programmes such as Techstars Space Accelerator and Seraphim Space Accelerator are known for helping spacetech startups become investor-ready.

Beacon’s opportunity lies in its US-India positioning and Abyro Capital’s deep-tech investment focus. If the accelerator can connect Indian founders with technical mentors, global investors, enterprise customers, and strategic partners, it can create real value.

Challenges ahead

The success of Beacon will depend on execution.

A spacetech accelerator cannot work like a normal startup workshop. Founders in this sector need very specific help. They need access to domain experts, testing facilities, regulatory guidance, manufacturing partners, patient capital, and serious customer conversations.

Another challenge is funding depth. India’s spacetech funding has improved, but the sector still needs more long-term capital. Hardware-heavy companies cannot scale on small cheques alone.

There is also the issue of time. Space businesses take longer to mature. Investors and founders must be prepared for slow but meaningful progress.

Conclusion with key takeaways

Abyro Capital floating Beacon is a timely move for India’s spacetech ecosystem. The country has the talent, policy support, and ambition. What many startups now need is structured help to move from promising technology to real business outcomes.

Beacon can play that role if it gives founders practical support, not just visibility. The accelerator’s real impact will be seen in how many startups become fundable, build working products, win customers, and enter global markets.

Key takeaways –

1. Abyro Capital has floated Beacon, a spacetech accelerator in India.
2. Abyro Capital was founded in 2024 and is led by Vamsi Kora.
3. Beacon aims to support young spacetech startups as they move toward commercial readiness.
4. India’s space economy is expected to grow strongly, with official projections pointing toward nearly $44 billion by 2033.
5. Beacon will operate alongside programmes such as T-Hub ORBIT, AWS Space Accelerator India, and ISRO-Social Alpha’s SpIN.

Facts Input- HinduBusinessLine

Chennai-based Hegdinvst has raised $1.3 million, or about Rs. 11.5 crore, in an oversubscribed Series A funding round. The round was backed by domestic and international high-net-worth investors, according to reports.

The fresh capital is mainly meant to support the sponsor and manager commitment for Hegdinvst’s proposed SEBI Category III Alternative Investment Fund. In simple words, the company is preparing to strengthen its alternative investment platform and build a fund that can use more flexible public-market strategies.

Hegdinvst was founded in 2025 by Aditya Bhandari. The firm is based in Chennai and works in investment management, with a focus on alternative assets across private and public markets. Its larger idea is to connect institutional capital with opportunities coming from “Bharat”, especially businesses and markets beyond the usual metro-led investment story.

What Hegdinvst does

Hegdinvst is an alternative investment manager. That means it does not work like a normal mutual fund company selling simple investment products to retail investors.

Instead, it builds investment strategies for family offices, ultra-high-net-worth individuals, and sophisticated investors who understand higher-risk products. These investors usually look beyond fixed deposits, mutual funds, and plain equity portfolios.

The firm’s own website says its investment thinking is built around Bharat-focused businesses, value discipline, governance, and long-term wealth creation. Its team highlights themes such as rural growth, Tier II to Tier VI markets, infrastructure, access, inclusion, women-centric impact, and climate.

This gives Hegdinvst a slightly different positioning. It is not only talking about returns. It is also trying to back companies and strategies linked to India’s wider economic shift outside the large-city bubble.

Why the $1.3 million funding matters

For many startups, Series A funding is used to hire people, build technology, and expand sales. In Hegdinvst’s case, the purpose is more finance-specific.

The company plans to use the money mainly for sponsor and manager commitment linked to its proposed Category III AIF. This is important because fund managers are usually expected to keep their own skin in the game. When the sponsor or manager puts money into the fund, it shows alignment with investors.

Think of it like a restaurant owner eating at their own restaurant every day. It gives customers more confidence that the owner believes in the product. In fund management, sponsor commitment works in a similar way. It tells investors that the manager is also financially exposed to the fund’s performance.

For a new investment manager, this can help build trust.

What is a Category III AIF

AIF stands for Alternative Investment Fund. These are privately pooled investment vehicles regulated by SEBI. They are not meant for small retail investors. SEBI’s framework says an AIF generally cannot accept an investment of less than Rs. 1 crore from an investor.

Category III AIFs are the most flexible of the three AIF categories. They can use trading-oriented strategies, derivatives, and leverage within regulatory limits. Many people compare them with hedge-fund-style products, though they still operate under SEBI rules.

A simple example may help.

A normal equity fund usually buys stocks and hopes they go up. A Category III AIF may use a more active strategy. It can buy stocks it believes are undervalued and use derivatives to hedge risk or benefit from market movements. Some funds may follow long-short, arbitrage, quant, or multi-asset strategies.

This flexibility can create opportunity, but it also brings higher complexity. That is why these products are designed for experienced investors, not beginners.

The aim behind Hegdinvst’s proposed fund

The main aim appears to be building a multi-asset hedge fund platform under the Category III AIF structure. A multi-asset approach means the fund may not depend on only one kind of investment. It can look at different asset classes or market opportunities, depending on its strategy and regulatory approval.

For investors, this can be attractive when markets are uncertain. A fund that has the freedom to hedge, shift exposure, or use different strategies may try to reduce the impact of sharp market swings.

But it is important to be clear. These funds are not risk-free. They can use complex tools, and performance depends heavily on the fund manager’s skill, discipline, and risk controls.

Hegdinvst’s stated style focuses on value, downside protection, and disciplined investing. If the proposed Category III AIF follows that thinking, it may try to offer investors a more controlled way to participate in public markets.

Why investors may be interested

India’s wealth market is changing. More family offices and wealthy investors are looking beyond traditional products. They want strategies that can handle volatility, protect gains, and still find growth.

Category III AIFs have gained attention because they offer more room for active investment strategies. In strong markets, they can search for return opportunities. In weak markets, some strategies may try to hedge downside risk.

Hegdinvst also brings a Bharat-focused angle. Many investors now believe the next phase of Indian growth will come from smaller cities, rural demand, local manufacturing, financial inclusion, and profitable regional businesses.

If Hegdinvst can combine public-market discipline with its Bharat investment view, it may find a clear place in the alternative investment space.

Competitors and market view

Hegdinvst will not be entering an empty market. India already has several established players in the Category III AIF and alternative investment space.

Names such as Avendus, Alpha Alternatives, Nuvama, Tata Asset Management, ASK, Edelweiss, IIFL, True Beacon, Abakkus, and Motilal Oswal are often discussed in the broader alternative investment and hedge-fund-style market.

Some focus on long-short equity. Some use quant models. Some follow arbitrage or absolute-return strategies. Larger players already have brand trust, track records, distribution strength, and deep research teams.

Hegdinvst’s challenge will be to prove itself with performance, transparency, risk management, and investor communication. Its opportunity lies in building a sharper identity around Bharat-linked investing and disciplined alternative strategies.

What this means for India’s alternative investment market

Hegdinvst’s Series A round is small compared with large startup fundraises, but it is meaningful for the alternative investment industry.

It shows that capital is also moving into fund-management platforms, not only tech startups, fintech apps, or consumer brands. As more wealthy Indians look for differentiated strategies, new asset managers may find room to grow.

The timing is also interesting. Public markets have become more volatile, and many investors are no longer satisfied with simple “buy and hold” products. They want managers who can think about both growth and protection.

That is where Category III AIFs are trying to find their place.

Conclusion with key takeaways

Hegdinvst’s $1.3 million Series A round is not just another funding update. It is a sign that India’s alternative investment space is slowly becoming deeper, more specialised, and more competitive.

Founded in 2025 by Aditya Bhandari, Hegdinvst is building an investment management platform focused on Bharat-linked opportunities and alternative strategies. The new capital will mainly support sponsor and manager commitment for its proposed SEBI Category III AIF.

For investors, the bigger story is clear. India’s wealth market is maturing. More sophisticated investors are looking at hedge-fund-style products, but these products need careful understanding because they carry higher complexity and risk.

Key takeaways –

• Hegdinvst has raised $1.3 million, or around Rs. 11.5 crore, in Series A funding.
• The round was backed by domestic and international high-net-worth investors.
• The company was founded in 2025 by Aditya Bhandari.
• The funding will mainly support the sponsor and manager commitment for its proposed Category III AIF.
• Category III AIFs are SEBI-regulated alternative funds that can use more flexible and complex market strategies.

Facts Input- StartupTalky, Launch of Hegdinvst, SEBI AIF Regulation, SEBI AIF Regulation Updated

UpGrad is reportedly close to completing its acquisition of Unacademy in an all-stock deal valued at Rs. 1,955 crore. The deal is expected to close within three weeks, after the Competition Commission of India cleared the proposed combination on July 7, 2026.

This is one of the biggest consolidation moves in India’s edtech sector after the pandemic boom cooled down. Unacademy was once among India’s most valued education startups, while upGrad has built its name in higher education, professional upskilling, study abroad and enterprise learning.

If the deal closes as reported, it will bring two different learning businesses under one roof. upGrad gets a stronger entry into competitive exam preparation, while Unacademy gets a place inside a larger education platform at a time when standalone edtech valuations have corrected sharply.

What is the upGrad-Unacademy deal

The reported transaction is an all-stock deal. This means Unacademy shareholders will receive shares of upGrad instead of cash.

The deal value is now reported at Rs. 1,955 crore, which is lower than the earlier discussed Rs. 2,055 crore valuation. ET reported that Unacademy’s investors are expected to get one board seat in upGrad after the merger.

The acquisition is not fully completed yet. As of July 29, 2026, reports say most investor approvals and paperwork are nearly done, and the transaction may close in around three weeks.

Why upGrad wants Unacademy

upGrad was founded in 2015 by Ronnie Screwvala, Mayank Kumar, Phalgun Kompalli and Ravijot Chugh. It focuses mainly on online higher education, career courses, professional certificates, study abroad programmes and workforce training.

Unacademy, founded as a full edtech platform in 2015 by Gaurav Munjal, Roman Saini and Hemesh Singh, is known for test preparation. Its journey started earlier as a YouTube education channel in 2010. Over time, it became popular among students preparing for exams like UPSC, JEE, NEET, GATE and other competitive tests.

That is the simple reason this deal makes sense for upGrad. It fills a gap.

upGrad already talks to college students, working professionals and companies. Unacademy brings school-leaving students, college aspirants and exam-focused learners. Together, the combined company can serve a learner from exam preparation to college, job skills and career growth.

What changes for online education

The biggest impact will be consolidation. India’s edtech market became crowded during the Covid years. Many companies grew fast, hired aggressively and spent heavily on marketing. But after schools and coaching centres reopened, online learning demand became more selective.

Parents and students stopped paying for every app. Investors also became careful. Companies had to cut costs, shut weak products and focus on profit.

The upGrad-Unacademy deal shows that the industry is moving into a more mature phase. Smaller or struggling platforms may look for mergers. Larger companies may try to build full education ecosystems instead of running one narrow category.

In simple terms, the online education market is moving from growth at any cost to useful growth.

Impact on students

For students, the deal could bring both benefits and questions.

The benefit is that Unacademy’s test prep content may get connected with upGrad’s career and higher education offerings. A student preparing for engineering entrance exams today may later need college support, internships, coding courses or job-linked programmes. A combined platform can offer that longer journey.

There may also be better investment in AI-based learning tools, doubt-solving, personal study plans and performance tracking. upGrad has already shown interest in AI-led education products, while Unacademy has a large base of exam learners and educators.

But students will also watch pricing carefully. If courses become too expensive or if free content reduces, the deal may not feel positive for everyone. The real test will be whether the combined platform improves learning outcomes, not just sells more courses.

Impact on teachers and creators

Unacademy built a large educator-led learning model. Many teachers became well-known through live classes, recorded lessons and test-prep batches.

After the acquisition, educators may get access to a larger platform and broader student base. Strong teachers could benefit if upGrad uses Unacademy’s educator network well.

At the same time, there may be changes in contracts, incentives, course formats and business targets. Edtech mergers often bring restructuring. Some overlapping roles may be reduced, and some products may be merged or closed.

For creators, the message is clear. Teaching quality will still matter, but platforms may now demand stronger student retention, better results and more efficient course delivery.

Impact on competitors

The deal will put pressure on other edtech players.

Physics Wallah, Allen Digital, Vedantu, Adda247, CareerWill, Testbook and other test-prep platforms will continue to compete strongly. In higher education and upskilling, upGrad already faces competition from Coursera, Simplilearn, Great Learning, Scaler, Emeritus and others.

Physics Wallah is especially important because it has built a strong low-cost test-prep brand and has expanded into offline learning as well. Allen has deep coaching credibility. Vedantu and other online players still have loyal users in specific categories.

So, this acquisition does not mean upGrad automatically wins the market. But it gives the company a wider base and a stronger story for investors, learners and enterprise partners.

Why valuation reset matters

Unacademy’s reported valuation in this deal is far below its pandemic-era peak. During the funding boom, Unacademy was valued at around $3.4 billion to $3.5 billion. The current reported deal value of Rs. 1,955 crore shows how much the market has changed.

This is not only about Unacademy. It reflects the larger correction in edtech.

Investors are no longer valuing companies only on user growth or app downloads. They want revenue quality, lower losses, repeat customers and a clear path to profit.

For founders, this is a tough but useful lesson. A large brand is not enough. The business model must work when market conditions become normal.

What could happen next

If the deal closes, upGrad may integrate Unacademy’s core test-prep business into its broader learning platform. Gaurav Munjal has earlier said he would continue to lead Unacademy after the transaction.

The combined company may focus on AI-powered education, online test prep, career-linked learning, study abroad, enterprise training and possibly hybrid learning models.

The bigger question is execution. Mergers look clean in announcements, but the real work begins after closing. Teams, technology, educators, brands, pricing and student support all need careful handling.

If upGrad manages this well, the deal could create one of India’s broadest edtech platforms. If integration is messy, students and educators may move to rivals.

Conclusion with key takeaways

The upGrad-Unacademy acquisition is more than a deal between two edtech companies. It signals a new phase for India’s online education industry, where scale, profitability, AI tools and practical learning outcomes will matter more than hype.

For upGrad, Unacademy brings test-prep strength. For Unacademy, upGrad brings a larger platform and a fresh chance to rebuild inside a broader education business.

Key takeaways –

• upGrad is reportedly close to acquiring Unacademy in an all-stock deal worth Rs. 1,955 crore.
• CCI approved the proposed deal on July 7, 2026.
• The transaction is expected to close within around three weeks from late July reports.
• upGrad was founded in 2015 by Ronnie Screwvala, Mayank Kumar, Phalgun Kompalli and Ravijot Chugh.
• Unacademy became a full edtech platform in 2015, founded by Gaurav Munjal, Roman Saini and Hemesh Singh.
• The deal may strengthen upGrad’s presence in online test preparation.
• The biggest industry impact will be more consolidation, sharper competition and stronger focus on profitable learning models.

Facts Input- ET, TC, MC

Inflexor Ventures has announced the first close of its third fund at Rs. 400 crore. The fund, called Inflexor Technology Discovery Fund, has a total target size of Rs. 1,250 crore.

For India’s startup market, this is an important update because Inflexor is not chasing short-term app trends. The firm is known for backing science, engineering and technology-led companies. These are startups that may take longer to build, but can create strong intellectual property and global products if they work.

The fund is backed by investors such as the Self-Reliant India Fund, HDFC AMC, HDFC AMC Select AIF FoF and international institutions. With the first close done, Inflexor has already started looking at new investments and is expected to announce its first deals from this fund soon.

What Inflexor Ventures does

Inflexor Ventures is a technology-focused venture capital firm. It invests in early-stage startups, mainly from seed to Series A and beyond.

The firm was incorporated in 2019 and is led by Venkat Vallabhaneni and Jatin Desai, Pratip Mazumdar is also part of the leadership team as co-founder and partner.

Inflexor’s investment style is built around what it calls science, engineering and technology. In simple words, it looks for startups that are not only using technology, but building technology of their own.

This can include companies in deeptech, healthtech, spacetech, cybersecurity, clean energy, enterprise software, digital infrastructure, robotics, semiconductors and other specialized areas.

What first close means

A first close means the fund has received enough commitments from investors to start deploying money. It is not the final fund size.

In this case, Inflexor has closed Rs. 400 crore as the first part of its Rs. 1,250 crore target. The firm can now start investing from Fund III while continuing to raise the remaining amount.

Think of it like building a large pool of capital in stages. Once the first stage is complete, the fund does not need to wait for the full amount before backing startups.

Aim and purpose of Fund III

The main aim of Inflexor Ventures Fund III is to back Indian startups building strong technology products with global potential.

The fund will mainly invest in pre-Series A and Series A startups. Its cheque size is expected to range from Rs. 15 crore to Rs. 45 crore per company.

This is useful for deeptech founders because their capital needs are often higher than normal software startups. A company building a space component, medical device, robotics system or semiconductor tool cannot grow only with laptops and cloud subscriptions. It needs labs, testing, hardware, patents, talent and long product cycles.

Inflexor’s purpose is to provide not only money, but also long-term support. Deeptech companies need patient investors because revenue and scale can take time. A product may need years of research, pilot projects and industry approvals before it becomes commercially strong.

Why this fund matters now

India’s startup funding market has become more careful in recent years. Investors are asking tougher questions about revenue, margins, technology depth and customer demand.

That shift is helping serious technology startups. Earlier, consumer internet companies often got most of the attention. Now investors are looking more closely at companies that build hard-to-copy products.

This is where Fund III becomes relevant.

India is seeing more founders work in areas like spacetech, defence tech, clean energy, climate technology, industrial automation, AI infrastructure and enterprise security. These sectors need larger early cheques and deeper guidance.

For example, a drone navigation startup may need money for sensor testing, field trials and certifications. A biotech startup may need research validation and manufacturing partnerships. A cybersecurity company may need enterprise pilots before large customers sign contracts.

A fund like Inflexor III is designed for this kind of journey.

What kind of startups may benefit

Fund III is likely to benefit startups that have moved beyond just an idea and are ready to scale early customer traction.

A pure concept may not be enough. Inflexor has usually preferred companies with strong technology, a serious team and early proof that customers care.

The fund may look at startups in sectors such as healthcare technology, financial services, logistics, cybersecurity, spacetech, clean energy, semiconductors and industrial technology.

These sectors have one thing in common. They solve real problems and can build strong entry barriers if the technology works.

For a founder, this means the fund is not just looking for a trendy pitch. It is likely to ask whether the technology is defensible, whether the market is large, and whether the team can sell to serious customers.

Inflexor’s earlier portfolio

Inflexor has backed companies such as Atomberg, Bellatrix Aerospace, CloudSEK, Entropik, BioPrime, Chakr Innovation, PlayShifu, ClickPost and GramCover, among others.

These names show the firm’s broader technology focus. Atomberg built energy-efficient consumer appliances. Bellatrix works in spacetech. CloudSEK operates in cybersecurity. BioPrime works in sustainable agriculture technology.

This gives a hint of what Fund III may continue doing. It may not limit itself to one sector, but it will likely look for technology-led companies where innovation is central to the business.

Competitors and peer funds

Inflexor is not alone in this space. India now has several funds backing deeptech, enterprise software and technology-heavy startups.

Peer names include Exfinity Venture Partners, Speciale Invest, Pi Ventures, Ideaspring Capital, Blume Ventures, Peak XV Partners, 8X Ventures and deeptech-focused arms of larger funds.

There are also government-backed or institution-led initiatives supporting deeptech and strategic sectors. The Self-Reliant India Fund’s participation in Inflexor Fund III also reflects this broader push to support domestic innovation.

The competition is good for founders. More deeptech-focused capital means more options, better sector understanding and less pressure to fit into a consumer-app style growth story.

What this means for Indian deeptech

The first close of Inflexor Ventures Fund III sends a positive signal to India’s deeptech ecosystem.

It shows that investors are willing to back companies that may take longer to mature but can create stronger technology value. This is important because India cannot become a global technology hub only by building marketplaces and apps. It also needs companies that build core products, hardware, software infrastructure, scientific platforms and intellectual property.

For founders, the message is clear. If the product solves a real problem, has technical depth and can scale globally, capital is available.

Conclusion with key takeaways

Inflexor Ventures Fund III’s Rs. 400 crore first close is a meaningful development for India’s startup funding market. The fund is aimed at early-stage technology companies, especially those building science and engineering-led products.

Its purpose is to support deeptech founders with patient capital, larger early cheques and strategic guidance. As India’s startup ecosystem becomes more mature, funds like this can play an important role in helping serious technology companies move from lab to market.

Key takeaways

• Inflexor Ventures announced the first close of Fund III at Rs. 400 crore.
• The total target size of the fund is Rs. 1,250 crore.
• The fund will mainly invest in pre-Series A and Series A startups.
• Expected cheque size is Rs. 15 crore to Rs. 45 crore.
• Inflexor focuses on science, engineering and technology-led companies.
• The firm was incorporated in 2019 and is led by Venkat Vallabhaneni, Jatin Desai and Pratip Mazumdar.

Facts Input- Mint

Ather Energy has raised around Rs. 1,300 crore through a Qualified Institutional Placement, or QIP, and the timing is interesting. It comes at a point when the electric (EV) two-wheeler market is growing fast, competition is getting sharper, and manufacturing scale is becoming more important than ever.

The issue was reportedly subscribed more than eight times, with institutional investors placing bids worth over Rs. 10,000 crore. Ather allotted over 1.08 crore equity shares at Rs. 1,202 per share, according to reports based on the company’s exchange filing.

For a normal buyer, this may sound like a stock market update. But for Ather, it is closely linked to a bigger question. Can the company build enough scooters, improve costs, and compete with large players like TVS, Bajaj, Hero MotoCorp and Ola Electric without losing its technology-first identity?

Why Ather Energy needed this money

Ather Energy was founded in 2013 by Tarun Mehta and Swapnil Jain. The Bengaluru-based company started as a premium electric scooter maker and slowly built its own ecosystem around vehicles, software, charging and battery technology.

That approach helped Ather build a strong brand, especially among urban buyers who wanted a refined electric scooter rather than just a low-cost option. But the EV market has changed. Electric scooters are no longer a niche product. Families, office commuters and first-time EV buyers are entering the market, and they care about price, range, service reach and reliability.

This is where manufacturing becomes important.

Ather already makes electric two-wheelers and battery packs at its Hosur facility in Tamil Nadu. Reports around its IPO documents said the Hosur facility had an annual installed capacity of about 4.2 lakh electric two-wheelers and nearly 3.8 lakh battery packs. The company has also been working on a larger Factory 3.0 project in Chhatrapati Sambhajinagar, Maharashtra, which is expected to increase its total production capacity significantly after completion.

In simple words, Ather needs money because growth in EVs is not cheap. A company has to spend before the benefits show up. New factories, tooling, automation, battery pack lines, supplier payments, testing, quality checks and dealer expansion all need capital.

What a QIP means in simple language

A QIP is a way for a listed company to raise money from large institutional investors such as mutual funds, banks, insurers and foreign funds. It is faster than many other fundraising routes and does not directly target small retail investors.

For Ather, this QIP gives it fresh capital without waiting for another large public issue. It also sends a signal that big investors are still interested in the company’s long-term EV story.

The oversubscription matters because it shows demand was much higher than the shares on offer. That does not guarantee future success, of course. But it does suggest that institutions see Ather as one of the serious players in India’s electric two-wheeler race.

The manufacturing angle is the real story

Ather’s funding need is not only about selling more scooters next month. It is about preparing for the next few years.

Electric two-wheeler companies face a practical challenge. If demand rises and factories cannot keep up, waiting periods increase and buyers may shift to competitors. If a company expands too early and demand is weak, factory costs become a burden. The balance is tricky.

Ather appears to be betting that the market will keep expanding and that it needs stronger manufacturing capacity to stay relevant. Its family scooter, Rizta, has helped the company move beyond performance-focused buyers. That is important because the family scooter market is much larger than the enthusiast segment.

For example, a buyer choosing a scooter for office runs, school drops and grocery trips may not care about sporty acceleration as much as comfort, boot space, service support and battery warranty. To serve such buyers at scale, Ather needs broader production, better cost control and a larger retail network.

Why scale can improve Ather’s business

Manufacturing scale can help an EV company in several ways.

1. First, larger production can bring down per-unit costs. When a company buys more parts, negotiates with suppliers, improves automation and runs assembly lines more efficiently, each scooter can become cheaper to build.
2. Second, scale can support more product launches. Ather has already built its name around the 450 series and Rizta. If it wants to enter more price points or categories, it will need capacity and working capital.
3. Third, better manufacturing depth can improve quality control. In EVs, small issues in battery packs, electronics or software can hurt customer trust. Ather has usually positioned itself as a quality-focused brand, so expanding while keeping reliability intact will be a key test.
4. Fourth, fresh funds can support the supply chain. EV makers need stable access to batteries, cells, electronics, chargers and other critical parts. Even when some components are sourced from suppliers, the company still needs money to manage inventory and production cycles.

Competition is now tougher than before

Ather is not operating in an empty lane. TVS Motor has grown strongly with the iQube range. Bajaj Auto has pushed its Chetak electric scooter aggressively. Hero MotoCorp is building its Vida electric mobility business. Ola Electric, despite losing share from earlier highs, remains a known EV brand with wide public visibility.

Recent market reports show that India’s electric two-wheeler growth is being captured mainly by a few large names. TVS, Bajaj, Hero and Ather have gained as buyers look for scale, service networks and dependable products.

This makes Ather’s position interesting. It is still an EV-first company, unlike TVS, Bajaj and Hero, which already have large traditional two-wheeler businesses. That gives Ather a focused EV identity, but it also means it must fund its expansion carefully.

Legacy companies can use their existing dealer networks, supplier relationships and manufacturing experience. Ather has to keep building those strengths while also spending on technology, software and product design.

Why investors may be interested

Institutional investors may be looking at three things.

1. One, India’s electric two-wheeler market still has room to grow. Petrol scooters remain widely used, and EV adoption can rise as charging improves and running costs stay attractive.
2. Two, Ather has a clear brand. It is not seen as a random scooter assembler. It has built products, software and user experience with a premium image.
3. Three, the company is entering a stage where manufacturing scale could improve its financial performance. If volumes rise and costs reduce, the business can become healthier over time.

But there are risks too. EV demand can be affected by subsidies, battery costs, pricing pressure and service issues. Competition can also force companies to offer discounts, which hurts margins. For Ather, the big task is to grow without becoming just another price-war player.

What this means for customers

For customers, this fundraise may not change showroom prices overnight. But over time, it can matter.

If Ather uses the money well, buyers may see better availability, more models, wider service coverage and possibly more competitive pricing. A stronger factory setup can also help the company reduce delivery delays during high-demand periods.

The bigger benefit may come in trust. In EVs, people want to know whether a brand will be around for the long run. Fresh institutional capital can help strengthen that confidence, especially for buyers making their first EV purchase.

Conclusion with key takeaways

Ather Energy’s Rs. 1,300 crore QIP is not just a financial move. It is a signal that the company is preparing for a larger manufacturing and market battle.

The money is needed because EV growth requires heavy spending on factories, battery capacity, supply chains, product development and retail expansion. Ather has a strong brand, but it now has to prove that it can scale like a serious mass-market two-wheeler company.

Key takeaways

1. Ather Energy raised around Rs. 1,300 crore through a QIP.
2. The issue was reportedly oversubscribed more than eight times.
3. The company was founded in 2013 by Tarun Mehta and Swapnil Jain.
4. Manufacturing expansion is a major reason behind the fresh capital need.
5. Ather faces strong competition from TVS, Bajaj, Hero Vida and Ola Electric.
6. The next challenge is clear. Ather must turn investor confidence into factory output, better availability and stronger customer trust.

Facts Input- ET, ET, WEF, BS, Upstox

InMobi is preparing for a major public market moment. The SoftBank-backed mobile advertising company has reportedly appointed four investment banks for a planned IPO that could raise around $1 billion.

According to reports, JPMorgan Chase, Jefferies, Kotak Mahindra Capital and Axis Capital have been selected for the IPO process. The listing is expected to take place in India, though the final size, valuation and timing can still change.

InMobi is often remembered as India’s first unicorn. If the listing moves ahead smoothly, it could become one of the most closely watched technology IPOs in India.

What InMobi does

InMobi is a mobile advertising and consumer technology company. In simple words, it helps brands show ads to the right users on mobile phones, apps and connected digital surfaces.

For example, when a brand wants to promote a shopping app, a game, a credit card or a new phone, it needs to reach people who are likely to care about that product. InMobi provides technology that helps advertisers find those users and run campaigns across mobile apps and other digital channels.

It also works with app publishers. These are companies or developers who own apps and want to earn money from ads. InMobi helps them show ads inside their apps and earn revenue.

So, InMobi sits between advertisers and publishers. Advertisers want attention. Publishers want income. InMobi’s technology connects both sides.

Who founded InMobi and when

InMobi was founded in 2007. It began as mKhoj, an SMS-based search and monetization business in Mumbai, before moving into mobile advertising.

The company was started by Naveen Tewari, Abhay Singhal, Amit Gupta and Mohit Saxena. Current company leadership also lists Piyush Shah as a co-founder and President of Glance.

Naveen Tewari is the founder and CEO of InMobi and Glance. In 2011, InMobi became India’s first unicorn after SoftBank invested in the company. A unicorn is a privately held startup valued at $1 billion or more.

Why the IPO is important

InMobi’s IPO matters for three reasons.

1. First, it would bring one of India’s oldest global technology startups to the public market. Many newer startups have already listed, but InMobi belongs to an earlier generation of Indian internet companies.
2. Second, the IPO may test investor appetite for adtech and AI-led consumer internet businesses. InMobi is not a food delivery company, a marketplace or a lending platform. Its business is more technology-heavy and global.
3. Third, the listing could be part of a larger trend where Indian-origin companies move their holding structure back to India before going public. Reports say InMobi is in the process of shifting its domicile from Singapore to India for the listing.

How large could the IPO be

The latest report says InMobi may raise about $1 billion through the IPO. Earlier reports had suggested a possible valuation range of around $5 billion to $6 billion.

These numbers are still reported figures, not final IPO terms. The final valuation will depend on market conditions, investor demand, financial performance and regulatory approvals.

IPO plans can also change. Companies often appoint bankers first, then work on documents, valuation, investor roadshows and regulatory filings. So, the banker appointment is a strong signal, but it is not the same as a confirmed listing date.

What are the four bankers expected to do

Investment banks play a big role in an IPO.

They help the company prepare documents, speak with large investors, decide the price range, manage demand and support the share sale process.

InMobi has reportedly appointed two global banks, JPMorgan and Jefferies, along with two Indian banks, Kotak Mahindra Capital and Axis Capital. This mix makes sense because InMobi has a global business, but the planned listing is expected in India.

What changed in InMobi’s business

InMobi started mainly as a mobile advertising company. Over time, it expanded into marketing technology, consumer internet and commerce-led products.

Its advertising business works with brands and app publishers. Its consumer side includes Glance, a lock-screen content and commerce platform, and Roposo, a video and creator-led platform.

InMobi’s website says its advertising platform serves more than 30,000 brands and reaches over 2 billion users across more than 150 countries. The company is also positioning itself around GenAI-powered discovery, shopping and engagement.

Put simply, InMobi wants to be more than an ad network. It wants to build technology that helps people discover content, products and services on phones before they even search for them.

A practical example

Suppose a smartphone user is interested in cricket, travel and fashion. A brand selling sports shoes may want to reach that user during a high-attention moment.

InMobi’s advertising technology can help the brand run a campaign across mobile apps or surfaces where the user is likely to engage. If the campaign works well, the brand gets visibility or sales, the app publisher earns ad revenue, and InMobi earns by powering the ad transaction.

With Glance, the idea goes a step further. Content, shopping suggestions or entertainment can appear on a lock screen or similar surface, making discovery faster and more visual.

Competitors InMobi faces

InMobi operates in a tough market. Its biggest global competitors include Google, Meta, AppLovin, The Trade Desk, Unity and other mobile advertising platforms.

Google and Meta dominate digital advertising because of their huge user base and data strength. AppLovin is strong in mobile app advertising and gaming. The Trade Desk is a major name in programmatic advertising, which means automated buying and selling of digital ads.

InMobi’s advantage is its mobile-first experience, global reach and India-origin story. But to impress public market investors, it will need to show steady growth, strong margins and a clear path in AI-led advertising and commerce.

What investors will watch

Before the IPO, investors will likely look closely at revenue growth, profitability, customer concentration, competition and the performance of Glance.

They will also watch how much of the IPO is fresh issue and how much is offer for sale. A fresh issue brings money into the company. An offer for sale lets existing shareholders sell some of their stake.

SoftBank’s role will also be watched. Reports say SoftBank recently sold a large part of its stake back to the company, while still keeping a smaller holding.

Conclusion with key takeaways

InMobi’s reported $1 billion IPO plan could be a major moment for India’s startup ecosystem. The company has travelled a long road from mKhoj in 2007 to a global mobile advertising and consumer technology platform.

Key takeaways

• InMobi has reportedly appointed JPMorgan, Jefferies, Kotak Mahindra Capital and Axis Capital for its IPO.
• The company may look to raise around $1 billion.
• InMobi was founded in 2007 and became India’s first unicorn in 2011.
• The company works in mobile advertising, marketing technology, content discovery and commerce.
• Its competitors include Google, Meta, AppLovin, The Trade Desk and Unity.
• The IPO plan is still subject to market conditions, regulatory steps and final company decisions.

Facts Input- BS, MC

Disclaimer

This article is for informational purposes only and should not be treated as financial or investment advice. IPO plans, valuations, banker appointments and listing timelines may change based on market conditions, regulatory approvals and company decisions. Readers should consult with their financial advisor, check official filings, company announcements and SEBI documents before making any investment decision.

Transition VC has launched its second fund with a target corpus of Rs. 1,500 crore, and the timing is interesting. India is no longer talking about clean energy as a distant goal. Solar, batteries, electric mobility, green hydrogen, power electronics, and industrial efficiency are now becoming serious business areas.

For a beginner, the news may sound like just another venture capital fund announcement. But this one matters because energy transition startups often need more than a laptop, a small team, and quick software testing. Many of them build real hardware, work with factories, test products in harsh conditions, and take longer to reach the market.

That is where Transition VC Fund II is trying to play a role. The fund aims to support companies that can help India move toward cleaner, more secure, and more efficient energy systems.

What Transition VC does

Transition VC is a Bengaluru-based venture capital firm focused on energy transition. The firm was founded in 2022 by Mohammed Shoeb Ali and Raiyaan Shingati. Its official website describes it as India’s first energy-transition-focused venture capital fund.

The fund backs engineering-led startups working in areas such as energy storage, electric mobility, industrial decarbonization, alternate fuels, and related manufacturing technologies.

In simple words, Transition VC is not mainly looking for the next food delivery app or social media platform. It is looking for startups that can solve hard energy problems. These may include better batteries, cleaner industrial systems, EV components, energy management tools, or technologies that help factories cut fuel and power waste.

What is Fund II and how big is it

Transition VC’s Fund II is targeting Rs. 1,500 crore. Reports say the fund may back around 20 engineering-focused startups and deploy capital over about four years, beginning around Q3 FY27.

This comes after its first fund, which was reported to have closed at around Rs. 723 crore. That first fund backed startups across energy storage, mobility, industrial decarbonization, and alternative fuels.

The larger second fund suggests that Transition VC wants to write bigger cheques, support more companies after the first investment, and help startups move from pilot projects to commercial scale.

Why this fund is being launched now

India’s energy needs are growing fast. More homes, factories, data centres, EVs, and cooling systems will need reliable power. At the same time, India has committed to a cleaner energy path. Government data shows India reached 50 percent non-fossil fuel installed power capacity in 2025, ahead of its 2030 target.

But installed renewable capacity is only one part of the story. A cleaner grid also needs storage, smarter equipment, better transmission systems, efficient motors, EV charging, demand forecasting, and cleaner industrial processes.

This is the gap where startups can help.

For example, solar power is useful during the day, but factories and homes also need electricity at night. That creates demand for battery storage and energy management. EV adoption needs better batteries, chargers, battery safety systems, and recycling. Heavy industries need cleaner heat, better process control, and lower-emission fuels.

These are not easy problems. They need patient capital. Transition VC Fund II is meant to support these kinds of companies.

The main purpose of the fund

The purpose of Transition VC Fund II is to back startups that are past the idea stage but still need capital, customers, and technical support to grow.

Many energy startups fall into what investors call the “missing middle”. In plain English, this means they have built something promising, maybe tested it with early customers, but are not yet large enough for big infrastructure investors or public markets.

A battery startup may have a working prototype but need money for certifications, manufacturing, and customer trials. A green cooling startup may have a better industrial system but need help selling to large factories. A power electronics company may have strong technology but need capital to build production capacity.

Transition VC wants to support such companies before they become obvious winners.

What kind of startups can benefit

Fund II is expected to focus on engineering-heavy companies. These are startups where the real value comes from deep product development, manufacturing knowledge, science, and field performance.

A few likely areas include energy storage, EV supply chain, industrial efficiency, green hydrogen, alternate fuels, advanced manufacturing, battery infrastructure, power electronics, and possibly newer areas such as geothermal or nuclear-related technologies, where allowed and commercially practical.

The fund’s official portfolio already includes companies such as Dynolt, Emo Energy, Hydgen, Promethean Energy, GreenFi, Matel Motion, WorkOnGrid, and others. These names show that the firm is interested in the less glamorous but very important parts of the energy system.

Why it matters for India

For India, this fund is about more than climate. It is also about energy security and industrial strength.

India imports a large part of its crude oil needs. It also needs to reduce pollution, build local manufacturing, and create new jobs. If Indian startups can build better batteries, cleaner fuels, efficient motors, and smart energy systems locally, the benefits can go beyond carbon reduction.

It can also reduce import dependence, create export opportunities, and help Indian factories become more competitive.

There is another practical point. Energy transition is not only about replacing petrol cars with EVs. It is also about making steel, cement, chemicals, logistics, agriculture, cold storage, and buildings more efficient. That is a huge market, and it will need many specialized companies.

Competitors and similar investors

Transition VC is not alone in this space. India now has several climate and deep-tech investors looking at similar opportunities, though each has its own focus.

Avaana Capital is one of the better-known climate-tech investors in India. Its climate and sustainability fund focuses on energy and resource management, mobility and supply chains, and sustainable agriculture and food systems.

Omnivore is another important investor, with a strong focus on agritech, food systems, climate, and rural transformation. It backs companies working in farm productivity, supply chains, and sustainability.

Micelio is more focused on electric mobility, while Speciale Invest often backs deep-tech and engineering-led startups, including space, manufacturing, and advanced technology companies.

The difference with Transition VC is its sharp focus on energy transition and engineering-led businesses. That makes it a specialist investor rather than a broad startup fund.

Challenges ahead

The opportunity is big, but the road will not be simple.

Energy and hardware startups usually take longer to build. They need factories, components, testing, certifications, and large customers. Sales cycles can be slow because industrial buyers do not change equipment overnight.

There is also the risk of policy changes, raw material price swings, and global competition from China, Europe, and the US. A startup may have good technology, but it still has to prove reliability, cost advantage, and after-sales support.

This is why Fund II’s success will depend not only on picking smart founders, but also on helping them scale carefully.

Conclusion with key takeaways

Transition VC’s Rs. 1,500 crore Fund II shows that India’s clean energy startup market is becoming more serious. The fund is not just chasing climate buzz. It is targeting companies that can build real technology for India’s next energy chapter.

Key takeaways

• Transition VC was founded in 2022 by Mohammed Shoeb Ali and Raiyaan Shingati.
• Fund II is targeting Rs. 1,500 crore and may back around 20 engineering-led startups.
• The focus is on energy transition areas such as storage, mobility, industrial decarbonisation, alternate fuels, and advanced manufacturing.
• The fund is meant to support startups that have promising technology but need capital and help to scale.
• Competitors and similar investors include Avaana Capital, Omnivore, Micelio, and Speciale Invest.

Facts Input- Entrackr

Veriqus Group raises Rs. 387 crore, and this is an interesting development in India’s wealth management space. Veriqus is entering a quieter but very large market – the financial lives of wealthy families, business owners and entrepreneurs.

The round was led by Norwest Venture Partners. Veriqus has said the fresh capital will help it build an integrated wealth and asset management platform with a strong focus on technology and artificial intelligence.

In simple words, the company wants to become a trusted financial partner for people whose money, business interests, real estate, borrowing needs and family wealth plans are all connected. That may sound niche, but in India’s growing wealth market, this is becoming a serious opportunity.

What is Veriqus Group?

Veriqus Group is a wealth and asset management platform founded by Ashish Gumashta and Roshi Jain. The platform has been built around wealth management, asset management, business advisory and lending solutions.

Ashish Gumashta is a well-known name in private banking. He earlier served as Chairman and CEO of Julius Baer India. Roshi Jain is a former senior fund manager at HDFC Asset Management Company and is known for her investment management background.

Reports from April 2026 had said that Gumashta and Jain were building a new wealth management and advisory platform. Veriqus has now formally moved into the market with institutional funding and a wider platform plan.

The company’s own website says Veriqus takes its name from “veritas”, meaning truth, and “iksh”, a Sanskrit root linked with seeing clearly and examining with purpose. That name fits the market it wants to serve, because wealth advisory is not just about selling products. It is about judgment, trust and long-term responsibility.

What happened in the funding round?

Veriqus Group has raised Rs. 387 crore, or about $40 million, in a round led by Norwest Venture Partners.

The company has not publicly named the other investors in the round. The funding comes along with the launch of its integrated platform.

Norwest is a global investment firm with a strong India presence. According to Norwest’s India website, the firm manages $15.5 billion in capital globally and invests in sectors such as financial services, consumer, technology, software, education, healthcare and manufacturing.

For Veriqus, having Norwest as a lead investor brings more than capital. It also gives the company institutional backing at a time when India’s wealth management industry is becoming more competitive.

The aim and purpose of the fund

The purpose of this funding is to help Veriqus build its platform from the ground up.

That means the money will likely go into hiring experienced advisors, building technology systems, creating investment capabilities, strengthening compliance, and expanding into more cities.

Veriqus is not only targeting Mumbai and Delhi-type markets. Reports say the company wants to expand into tier-II and other high-growth cities as well. That is important because wealth creation in India is no longer limited to a few metros. Entrepreneurs, SME owners, doctors, real estate families, manufacturers and startup founders in smaller cities are also building serious wealth.

The aim is to serve such clients through one platform instead of making them work with separate advisors for every need. A family may need investment management, business advice, loan solutions, succession planning and real estate-related guidance. Veriqus wants to bring these pieces closer together.

Why this matters in India’s wealth market

India is seeing a sharp rise in first-generation wealth. Many founders, promoters and professionals have created wealth through businesses, startups, real estate, stock markets and family enterprises.

But managing wealth is not the same as earning it. A business owner may have most of their wealth locked inside the company. A founder may receive money after a secondary sale. A family may own land, listed shares, private company stakes and debt. A second-generation heir may want to professionalize family investments.

This is where a platform like Veriqus sees an opportunity.

For example, suppose a manufacturing business owner wants to expand the factory but also wants to protect family wealth. A regular investment advisor may only suggest mutual funds or bonds. A business advisor may only discuss fundraising. A lender may only offer a loan. Veriqus is trying to create a model where all these conversations can happen under one roof.

That is the bigger purpose behind the funding.

How technology and AI may help

Wealth management is still a people-led business. Rich families do not hand over serious financial decisions only because an app looks nice. They need trust, privacy and thoughtful advice.

But technology can improve the experience.

A tech-led wealth platform can help clients see their investments clearly, track performance, manage reports, understand risk, and receive faster updates. AI can support research, portfolio monitoring, document processing and client service.

For example, if a client has investments across equity, debt, private funds and real estate-linked assets, technology can help bring the data into one view. That makes conversations more useful. The advisor can spend less time collecting information and more time thinking about the right decision.

Still, AI in wealth management has to be used carefully. It can support human judgment, but it should not replace accountability. For high-net-worth families, mistakes can be expensive.

Who are Veriqus Group’s competitors?

Veriqus is entering a market with strong established players.

Its competitors may include 360 ONE, Nuvama Wealth, Avendus Wealth, Julius Baer India, Kotak Wealth, Waterfield Advisors, Motilal Oswal Private Wealth and other family office advisory firms.

Each of these firms has its own strength. Some are strong in private banking. Some are known for investment products. Some focus on family office services. Others work closely with entrepreneurs and promoters.

Veriqus will need to prove that it can combine advisory depth, investment quality, lending support and technology without becoming too complicated for clients.

The founding team gives it credibility, but the real test will be execution.

Challenges Veriqus may face

The opportunity is big, but wealth management is not an easy business to build.

Trust takes time. Wealthy families often stay with advisors for years if they are happy. Winning those relationships is not like acquiring users for a shopping app. It needs patience, credibility and consistent performance.

The second challenge is talent. Good relationship managers, investment professionals, product experts and compliance teams are expensive and hard to hire.

The third challenge is regulation. Wealth management, broking, asset management and lending-linked services all require strong systems and clear boundaries. A platform that offers many services must be careful about conflicts of interest.

The fourth challenge is market cycles. When markets are rising, clients may feel confident. When markets fall, the quality of advice is tested. A wealth platform’s reputation is often built during difficult periods, not only during good times.

Conclusion with key takeaways

Veriqus Group raises Rs. 387 crore at a time when India’s wealthy families and entrepreneurs are looking for more organized financial advice. The company is trying to build a modern wealth platform that combines human expertise with technology.

Its purpose is not just to manage portfolios. Veriqus wants to support a client’s wider financial world – investments, business needs, lending, legacy planning and advisory.

If the company can build trust and maintain high-quality advice, it may become an important new player in India’s private wealth market.

Key takeaways

1. Veriqus Group has raised Rs. 387 crore in a funding round led by Norwest Venture Partners.
2. The company is founded by Ashish Gumashta and Roshi Jain.
3. Veriqus is building an integrated platform for wealth management, asset management, business advisory and lending solutions.
4. The funds will support technology, AI-led tools, team building and expansion into high-growth Indian cities.
5. Its competitors include 360 ONE, Nuvama Wealth, Avendus Wealth, Julius Baer India, Kotak Wealth and Waterfield Advisors.

Facts Input- VCCircle

Anicut Capital Rs. 3,000 crore fundraise is not just another fund announcement. It shows how Indian private capital is changing. A few years ago, most startup funding conversations were about venture capital rounds, unicorns and high-growth tech firms. Today, investors are also looking closely at profitable SMEs, private credit, seed-stage startups and companies getting ready for IPOs.

Anicut Capital, a Chennai-based multi-asset investment firm, is preparing to raise money across four new funds. Reports suggest that these funds could lift its total assets under management to around Rs. 6,500 crore over the next 12 to 18 months. The firm is also looking at a larger long-term target of crossing Rs. 10,000 crore in assets.

Anicut wants to give different types of capital to different types of companies. A young startup may need seed funding. A fast-growing business may need equity. A profitable company may prefer debt. A mature company planning an IPO may need late-stage capital. Anicut is trying to cover all these stages.

What is Anicut Capital?

Anicut Capital was established in 2015. Its journey began with private credit, and over time it expanded into seed investing, growth equity and late-stage equity.

The firm is co-founded by IAS Balamurugan and Ashvin Chadha. Balamurugan is Managing Partner and Co-founder, while Chadha is also a Managing Partner and Co-founder. Anicut has built its name by backing startups, SMEs and growth-stage businesses across sectors.

Its portfolio and past investments have included names such as Milky Mist, Sugar Cosmetics, Bira, Blue Tokai, Wow! Momo, Lendingkart, ShareChat, Agnikul and others, according to earlier reports and company information.

What makes Anicut slightly different is its multi-asset approach. It does not only write equity cheques like a typical venture capital fund. It also provides structured debt and private credit, which can be useful for companies that do not want to dilute ownership too much.

Understanding the four-fund plan

The exact structure and final size of each new fund may be disclosed in stages, but Anicut’s wider strategy is clear. The new fundraise is expected to strengthen its presence across private credit, seed investments, growth equity and late-stage equity.

Think of these as four lanes on the same road.

The seed fund is for young startups that are still proving their business model. These companies may have early revenue, a strong founder team and a large market opportunity, but they are not yet big enough for large institutional rounds.

The growth equity fund is for companies that have moved beyond the idea stage. These businesses usually have revenue, customers and a clearer path to scaling. Anicut’s official website says its growth equity strategy focuses on Series A and Series B opportunities, with typical cheque sizes of around Rs. 20 crore to Rs. 30 crore.

The private credit fund is for businesses that need flexible debt instead of pure equity. This can include working capital, acquisition financing, promoter buyback, expansion or capital restructuring. For profitable companies, debt can sometimes be smarter than selling more shares.

The late-stage equity fund is meant for companies that are closer to an IPO or a larger exit. These are not early experiments. They are usually more stable businesses with stronger financials and governance.

Why these funds are needed

India has many companies that do not fit neatly into one funding box.

A founder building a consumer brand may need seed money first, growth equity later and debt after reaching scale. A manufacturing SME may not want venture capital but may need structured credit to buy machines, expand capacity or acquire another business. A company preparing for public listing may need one last round of patient capital before IPO.

This is where a multi-fund platform can help. Instead of treating every company like a startup looking for the same type of money, Anicut can match capital to the company’s stage.

A practical example makes this easier. Suppose a food brand has steady sales and wants to open a new factory. Raising equity may be expensive because the founder has to give away ownership. A structured debt deal may work better if the company has predictable cash flow. On the other hand, a young SaaS startup may not have enough profits for debt, so seed or growth equity may be more suitable.

Anicut’s aim is to serve both types of businesses.

Why investors may be interested

Investors are becoming more selective. The easy-money phase of startup funding is behind us. Today, many family offices, HNIs and institutions want disciplined capital managers who can invest across cycles.

Anicut’s model may appeal to such investors because it is spread across stages and instruments. Private credit can offer regular returns if managed well. Seed and growth equity can offer upside if portfolio companies scale. Late-stage equity can give exposure to businesses closer to public markets.

This does not remove risk. Alternative investment funds are not risk-free. But a diversified platform can give investors different routes to participate in India’s private market growth.

What this means for startups and SMEs

For founders, the fundraise could mean more funding options.

Early-stage founders may get access to capital and mentoring through seed funds. Growth-stage businesses may receive larger cheques to expand teams, products and markets. SMEs with stable cash flow may get credit without going through traditional bank routes. IPO-ready companies may get support before entering public markets.

This is important because India’s business ecosystem is no longer limited to Bengaluru, Mumbai and Delhi. Many promising companies are coming from tier-II and tier-III cities. Anicut has also spoken about finding opportunities outside metros, especially in sectors like consumer, manufacturing, electronics and engineering-led businesses.

Conclusion with key takeaways

Anicut Capital’s Rs. 3,000 crore fundraise is a sign that India’s private capital market is becoming deeper and more layered. Startups and SMEs no longer need only one kind of funding. Some need equity, some need debt, and some need a mix of both.

Anicut’s aim is to build a platform that supports companies from early stage to IPO-readiness. If executed well, the four-fund strategy can help founders, SMEs and investors participate in India’s next phase of business growth.

Key takeaways

• Anicut Capital is preparing to raise around Rs. 3,000 crore across four new funds.
• The firm was established in 2015 and is co-founded by IAS Balamurugan and Ashvin Chadha.
• The new funds are expected to strengthen Anicut’s private credit, seed, growth equity and late-stage equity strategies.
• The aim is to support startups, SMEs, profitable businesses and IPO-ready companies with suitable capital.
• Its peers include Alteria Capital, Trifecta Capital, Stride Ventures, BlackSoil, Blume Ventures and Fireside Ventures.

Facts Input- Businessline

Aurum PropTech has agreed to acquire Locon Solutions, the company behind Housing.com, in an all-equity deal valued at Rs. 458 crore. The deal is one of the bigger consolidation moves in India’s proptech space and comes after Aurum earlier acquired PropTiger from REA India.

At first glance, the deal may look confusing because Housing.com, PropTiger, REA India and Aurum PropTech have all been connected in different ways over the years. But the story is actually simple. REA India owned Housing.com and PropTiger. Aurum first took over PropTiger, and now it is buying Housing.com too.

This means Aurum is trying to build a larger real estate technology ecosystem that covers property search, brokerage, rentals, transactions, home loans, data and AI-led services under one umbrella.

What exactly has Aurum acquired

Aurum PropTech will acquire 100 percent of Locon Solutions Pvt Ltd from REA India Pte Ltd.

Locon Solutions owns and operates Housing.com. The platform is one of India’s well-known property search portals, used by home buyers, tenants, developers and brokers.

The deal is worth Rs. 458 crore and will be completed through a share swap. That means Aurum is not paying cash. Instead, it will issue shares to REA India.

Aurum will issue about 1.98 crore equity shares at Rs. 231.42 per share to REA India. After the transaction, REA India’s stake in Aurum PropTech will rise to 24.9 percent.

The transaction still needs regulatory, statutory and shareholder approvals and is expected to close by September 30, 2026.

Understanding the relationship between REA India, Aurum and Housing/Proptiger

Here is the clean version.

Housing.com was founded in 2012 and later became part of REA India. Its legal operating company is Locon Solutions.

PropTiger was founded in 2011 by Dhruv Agarwala, Kartik Varma and Prashan Agarwal. It also became part of REA India.

REA India is connected to Australia’s REA Group, a major digital real estate company backed by News Corp.

Aurum PropTech is a listed Indian proptech company that has been buying and building real estate technology businesses.

In 2025, Aurum acquired PropTiger from REA India in a share-swap deal worth about Rs. 86.45 crore. Through that transaction, REA India received an equity stake in Aurum.

Now, with the Housing.com acquisition, REA India will become a much larger shareholder in Aurum, holding 24.9 percent after the deal.

So REA is not fully leaving India’s proptech story. It is changing its role from direct owner of Housing.com and PropTiger to a large shareholder in Aurum PropTech.

Why Aurum wants Housing.com

Housing.com gives Aurum something very valuable – consumer traffic and brand recall.

Housing.com reportedly has more than 58 million average monthly visits and over 12 million monthly active users. That is a strong top-of-the-funnel asset in real estate.

In simple words, many people start their property journey by searching online. If Aurum owns Housing.com, it gets access to a large pool of buyers, tenants, developers and brokers.

Aurum can then connect these users to its other businesses, including rentals, brokerage, home loans, property management, data tools and transaction services.

Why PropTiger matters in this puzzle

PropTiger is more transaction-focused than Housing.com.

Housing.com helps users discover properties. PropTiger helps in guided home buying, especially in new homes and developer-led sales. When Aurum acquired PropTiger earlier, it added a more direct transaction layer to its ecosystem.

Now, with Housing.com and PropTiger together, Aurum can connect discovery with transaction.

For example, a buyer may search for a flat on Housing.com, speak to a sales adviser through PropTiger, compare options, arrange a home loan and move closer to purchase within Aurum’s wider ecosystem.

That is the real business logic behind the deal.

What Aurum is trying to build

Aurum is talking about an AI-native real estate operating system. That may sound heavy, but the idea is practical.

Real estate has many disconnected parts. Buyers search on one platform, speak to brokers elsewhere, check loans separately, rent through another service and manage paperwork offline.

Aurum wants to connect more of this journey digitally.

Its ecosystem already includes brands and platforms such as NestAway, HelloWorld, Sell.Do, Aurum Analytica, TheHouseMonk and now PropTiger and Housing.com.

With Housing.com in the mix, Aurum gets a large consumer marketplace. With PropTiger, it gets sales and transaction depth. With its other platforms, it can cover rentals, property management, analytics and developer tools.

How REA India benefits

REA India gets a larger stake in Aurum instead of continuing to hold Housing.com separately.

This gives REA exposure to a broader Indian proptech platform rather than only one or two operating businesses. If Aurum succeeds in combining these assets well, REA benefits as a major shareholder.

It also aligns the interests of both sides. Aurum gets Housing.com, and REA gets a stronger equity position in the combined platform.

What this means for users

For home buyers and tenants, nothing may change immediately. Housing.com will likely continue as a property search platform.

Over time, users may see deeper integration with home loans, brokerage, rentals, digital paperwork, property management and AI-driven recommendations.

For example, a user searching for homes may get better property matches, local price insights, financing options or verified transaction support.

But the quality of that experience will depend on execution. Real estate users care about one thing more than fancy technology – trustworthy listings and smooth transactions.

Competitors

Housing.com competes with 99acres, Magicbricks, NoBroker, Square Yards and several local broker-led platforms.

99acres and Magicbricks are strong in listings and brand recall. NoBroker has built its identity around direct owner-to-tenant and owner-to-buyer connections. Square Yards is strong in transaction-led real estate services.

Aurum’s advantage after this deal is breadth. It can combine discovery, sales, rentals, loans and property management. But it will still need to fight hard on listing quality, broker trust, user experience and local market depth.

Challenges ahead

The deal looks strong on paper, but integration will be hard.

Aurum will need to bring together different teams, products, data systems and customer journeys. Housing.com has its own brand and operating style. PropTiger has a different transaction-led model. NestAway and HelloWorld focus more on rentals and managed living.

If Aurum connects them well, it can create a powerful platform. If the integration feels forced, users may not notice much benefit.

Another challenge is real estate trust. Online platforms often struggle with duplicate listings, outdated prices, fake photos and broker spam. Solving that will matter more than any AI branding.

Conclusion – Key takeaways

Aurum PropTech’s Rs. 458 crore acquisition of Locon Solutions, the owner of Housing.com, is a major proptech consolidation move.

The deal follows Aurum’s earlier acquisition of PropTiger from REA India. After this transaction, REA India will hold 24.9 percent in Aurum PropTech, making it a large shareholder in the combined ecosystem.

The relationship is now clearer – REA India is transferring Housing.com and previously transferred PropTiger to Aurum, while becoming a bigger shareholder in Aurum. Aurum, in turn, is trying to build a full-stack real estate technology platform covering property discovery, transactions, rentals, financing and management.

Facts Input- AP, Housing

EPFO has launched Vishwas 2026, a one-time dispute resolution scheme for employers facing long-pending provident fund penalty cases. The scheme will remain open for six months from June 29, 2026.

At first, this may sound like a technical employer-side scheme. But it matters for workers too. When PF disputes stay stuck for years, compliance becomes messy, employers remain under pressure, and the system spends time fighting old cases instead of making sure employee contributions are handled properly.

Vishwas 2026 tries to clear that backlog. It gives eligible employers a chance to settle old penalty disputes by paying reduced damages, provided they first clear the full interest due on delayed PF payments.

What is EPFO Vishwas 2026

Vishwas 2026 is a special settlement scheme introduced by the Employees’ Provident Fund Organization.

It deals with disputes related to damages or penalties under Section 14B of the Employees’ Provident Funds and Miscellaneous Provisions Act, 1952, and Section 128 of the Code on Social Security, 2020.

In simple words, when an employer delays depositing PF contributions, two things may apply. One is interest for the delay. The second is damages, which work like a penalty.

Under Vishwas 2026, interest must be paid fully. But the penalty part can be settled at lower rates if the employer meets the conditions.

Why this scheme was needed

Many PF penalty cases have been pending for years in courts, tribunals or EPFO offices. Some cases already have final orders but recovery is incomplete. Some have notices issued but no final order. Some may not have even reached the notice stage yet.

This creates problems for everyone.

Employers carry old liabilities and legal uncertainty. EPFO spends time and resources on litigation. Employees may worry whether their workplace is fully compliant. The system becomes slower.

Vishwas 2026 is designed to reduce this load. It encourages employers to come forward, pay dues and close old disputes instead of dragging cases for years.

Which cases are covered

The scheme covers several types of pending PF damages cases.

Employers may apply if a damages order has been passed and the matter is pending in a court or tribunal. They may also apply if a final damages order exists but the amount has not been fully recovered.

Cases where EPFO has issued a notice but final order is still pending are also covered. Even cases where delayed remittance happened but notice has not yet been issued may come under the scheme.

The scheme applies to defaults that occurred before June 14, 2024.

How reduced damages work

Vishwas 2026 offers lower damages depending on the delay period.

For delays up to two months, the damage rate is 0.25 percent per month.

For delays of more than two months but less than four months, the rate is 0.50 percent per month.

For delays beyond four months, the rate is 1 percent per month.

These rates are meant to make settlement easier, especially for employers who want to clean up old cases but are stuck because of heavy penalty exposure.

Important conditions

Employers cannot use the scheme without meeting basic conditions.

The full interest amount under Section 7Q of the EPF Act, or Section 127 of the Social Security Code, must be paid before applying.

The employer must apply online through the EPFO Employer Portal and authenticate the application using digital signature or e-sign.

The employer also needs to give an undertaking that after settlement, it will not continue or start appeal proceedings for the same dispute.

Cases involving fraud, misappropriation or falsification of records are excluded. Cases where damages have already been fully recovered are also not covered.

How it helps employers

For employers, the biggest benefit is certainty.

A company with an old PF damages case can settle it at reduced rates, close litigation and clean up its compliance record. This can help during audits, funding rounds, tenders, mergers, acquisitions or business expansion.

For small and medium businesses, this can be especially useful. Many smaller employers struggle with legal cost and compliance paperwork. A simpler settlement route can help them move forward.

How it helps employees

Employees may not receive a direct cash benefit from Vishwas 2026, but they gain from better compliance.

When employers settle PF disputes, the system becomes cleaner. EPFO can focus more on current compliance, claims, transfers and member services instead of old litigation.

A workplace with better PF compliance is safer for employees. It reduces the risk of delayed deposits and unclear records.

For workers, the main message is this – the scheme should not be seen as relief for careless employers alone. It is also a way to bring more establishments back into proper compliance.

Why interest is not waived

This is an important point. Vishwas 2026 reduces damages, but it does not waive the full interest liability.

That makes sense because interest compensates for the delay in depositing money that should have gone into employees’ provident fund accounts. If interest were waived, workers’ interests could be affected.

By keeping interest payable in full and reducing only the penalty portion, EPFO is trying to balance relief with employee protection.

What employers should do now

Employers with old PF penalty disputes should review their records immediately.

They should check the default period, interest due, damages order or notice status, pending court case if any, and whether the matter falls before the June 14, 2024 cut-off.

If eligible, they can apply through the EPFO Employer Portal within the six-month window. Waiting until the last few days may create avoidable pressure.

Businesses should also take professional compliance advice before applying, especially if cases are under litigation.

What this says about EPFO’s direction

Vishwas 2026 shows EPFO is trying to move toward quicker, digital and less adversarial dispute resolution.

Instead of spending years fighting every old case, the organization is offering a settlement path. That can improve ease of doing business while still protecting employee dues.

The scheme also fits with a wider compliance-cleanup approach, along with EPFO’s Amnesty Scheme 2026 for exempted PF trusts.

Conclusion – Key takeaways

EPFO Vishwas 2026 is a six-month one-time settlement scheme for old PF damages and penalty disputes.

It allows eligible employers to settle pending cases at reduced damages rates, but only after paying full interest. It covers court cases, final orders with pending recovery, notice-stage cases and even some pre-notice cases.

The scheme was needed because old PF disputes were creating legal backlog, compliance uncertainty and administrative delays. If used properly, Vishwas 2026 can help employers clean up records, help EPFO reduce litigation and support a healthier provident fund system for employees.

Facts Input- PIB-GOV

The India-UK Comprehensive Economic and Trade Agreement, better known as CETA, takes effect from today, July 15, 2026. The deal is expected to change trade between the two countries across goods, services, jobs, investment and technology.

For car buyers, the biggest headline is auto tariffs. Imported British cars may slowly become cheaper as India cuts duties under a quota-based system. But this does not mean every Jaguar, Land Rover, Mini or other UK-made car will suddenly become affordable from today.

The tariff cut will happen in a controlled way. It will depend on import quotas, vehicle category, rules of origin, company pricing and how quickly automakers pass on the benefit.

What is India-UK CETA

CETA is a trade agreement between India and the United Kingdom. It is designed to make trade easier by reducing duties, improving market access and supporting business movement between both countries.

For India, the deal can help exporters in sectors like textiles, leather, footwear, marine products, gems and jewellery, engineering goods, pharmaceuticals and services. For the UK, the deal improves access for products such as cars, whisky, medical devices, cosmetics and some advanced manufacturing goods.

The deal also matters because the UK is one of India’s important trade partners. A smoother trade route can help companies on both sides plan better.

Why auto tariffs are getting attention

India has some of the highest import duties on fully built imported cars. This has always made premium imported cars expensive for Indian buyers.

Under the India-UK CETA, tariffs on some UK-made cars will come down, but only within agreed quotas. Reports suggest that duties may drop from over 100 percent to around 30 percent initially for a fixed number of vehicles, and then reduce further in later years.

This gives British automakers a chance to bring more cars to India at better prices, while also protecting India’s local auto manufacturing market from sudden import pressure.

In simple words, India is opening the door, but not removing the gate completely.

Will cars become cheaper immediately

Some imported UK-made cars may become cheaper, but buyers should not expect an instant price crash.

Car prices depend on many things – import duty, GST, cess, logistics, dealer margins, currency movement and company strategy. Even if duty reduces, the final price cut may vary by model.

For example, if a UK-made luxury SUV qualifies under the quota, the company may reduce the ex-showroom price. But it may also use part of the benefit to manage costs, upgrade features or improve margins.

So yes, CETA can make some British cars more competitive in India. But the effect will be gradual and selective.

Which automakers may benefit

The biggest beneficiaries could be British and UK-linked brands such as Jaguar Land Rover, Mini, Bentley, Rolls-Royce, Aston Martin and McLaren, depending on eligibility and sourcing.

Jaguar Land Rover is especially important because it is owned by Tata Motors but has major manufacturing operations in the UK. If eligible models get lower duties under the CETA quota, JLR could improve its India pricing strategy for select imported models.

However, India already has local assembly for several luxury cars. Companies may continue to balance imported models with locally assembled ones.

Impact on Indian automakers

Indian automakers may not face a sudden threat because the tariff cuts are quota-based. This means only a limited number of imported cars can enjoy lower duty each year.

Mass-market brands such as Maruti Suzuki, Hyundai, Tata Motors, Mahindra, Kia and Toyota are unlikely to face immediate pressure from UK imports because most UK-made cars are premium or luxury models.

The bigger impact may be indirect. Lower duties on premium imports can push luxury brands to bring more global models to India. This may increase competition in the upper end of the market.

For Indian companies, the deal may also open export opportunities in components, EV parts, engineering goods and services.

What buyers should watch

If you are planning to buy a premium imported car, do not rush only because CETA starts today. Wait for official price announcements from carmakers.

Check whether the model is made in the UK, whether it qualifies under the agreement, and whether the company has passed on any duty benefit.

Also compare the imported version with locally assembled rivals. Sometimes a locally assembled German luxury car may still be better priced than an imported British model, even after tariff cuts.

Benefits beyond cars

The India-UK CETA is not only about automobiles. It can help Indian exporters get better access to the UK market. Sectors like apparel, footwear, leather goods, gems and jewellery, marine products and processed foods may benefit from lower duties.

Indian professionals and service providers may also gain from improved business mobility and service-sector cooperation. IT, finance, consulting, education, healthcare and legal services could see fresh opportunities over time.

For the UK, the deal can help exporters of whisky, cars, cosmetics, medical devices and high-value manufactured products.

Why the deal matters for India

India is trying to become a stronger global manufacturing and export hub. Trade agreements can help Indian companies sell more products abroad, reduce tariff barriers and build deeper supply chains.

The UK deal also sends a message that India is willing to negotiate large trade agreements, but on terms that protect sensitive sectors.

Auto is a good example. India has agreed to lower duties, but through quotas and phased reductions. That gives consumers more choice while giving domestic manufacturers time to adjust.

Concerns and challenges

• The first challenge is implementation. Trade agreements look good on paper, but companies need clear rules, fast customs processes and proper certification.
• The second challenge is pricing transparency. If carmakers get lower duty but buyers do not see meaningful benefits, the public may question the value of the tariff cut.
• The third challenge is balancing imports with Make in India. India wants foreign brands to sell here, but it also wants them to manufacture and invest locally.

For auto companies, CETA may become a test of strategy. Should they import more, assemble locally, or use India as an export base? The answer may differ by brand.

Conclusion – Key takeaways

India-UK CETA takes effect from today, July 15, 2026, and auto tariffs are one of its most visible parts. Select UK-made cars may become cheaper under a quota-based duty reduction system, but price benefits will depend on model eligibility and company decisions.

For buyers, the advice is simple – wait for official price cuts before making a decision. For automakers, the deal opens a new premium import route while keeping local manufacturing relevant.

Beyond cars, the agreement can support trade in goods, services, jobs and investment. If implemented well, CETA can become an important bridge between India’s growth market and the UK’s advanced industry base.

Facts Input- ET Auto

HCLTech is making a bigger move in artificial intelligence by launching a full-stack AI offering backed by a new data center investment of up to Rs. 3,500 crore. The plan is to build AI-ready data center capacity of up to 50 MW and offer companies a more complete AI setup, from infrastructure to models and managed services.

This is not just another software service announcement. AI needs heavy computing power, secure data storage, fast networks and expert teams that can build and manage real business use cases. HCLTech wants to sit closer to that full chain.

The move also comes at a time when companies and governments are thinking more seriously about sovereign AI. In simple words, they want AI systems where sensitive data can stay within trusted local infrastructure instead of depending fully on foreign cloud systems.

What HCLTech has announced

HCLTech plans to invest up to Rs. 3,500 crore in the data center business, with capacity that can scale up to 50 MW. The investment is aimed at AI workloads, which need more power and computing strength than normal business applications.

Along with this, the company is positioning a full-stack AI offering. “Full-stack” means HCLTech wants to offer more than consulting or software development. It wants to cover the layers needed to run AI properly – data centers, compute capacity, AI models, platforms, integration, security and managed services.

For a business customer, this can reduce the difficulty of working with many different vendors. One partner can help with infrastructure, AI development, deployment and day-to-day operations.

Why this move matters

AI is no longer only about chatbots or small automation tools. Banks want AI for fraud checks. Manufacturers want it for quality control. Hospitals want it for documentation and diagnostics support. Retailers want it for customer behaviour and inventory planning.

But many companies are still stuck at the pilot stage. They test AI in one department, but struggle to use it across the business. The reasons are common – poor data quality, lack of computing power, security concerns, high cloud costs and shortage of skilled teams.

HCLTech’s new offering tries to solve this problem by bringing infrastructure and services together. If the company can execute well, it can help enterprises move from AI experiments to large-scale AI usage.

Aim and purpose of the move

The main aim is to capture rising enterprise demand for AI infrastructure and services. HCLTech does not want to remain only a services provider that builds software on someone else’s infrastructure. It wants more control over the AI delivery chain.

The purpose is also linked to data security and local control. Many governments, banks, insurers and large companies do not want sensitive data moving freely across unknown systems. A strong India-based AI data center setup can help such customers use AI while keeping better control over where data is stored and processed.

Another aim is business growth. Traditional IT services companies are facing slower discretionary spending from clients. AI infrastructure and managed AI services can become a new growth area if demand continues to rise.

How customers may benefit

For enterprise customers, the biggest benefit could be simplicity. Instead of separately buying cloud capacity, hiring AI experts, managing data pipelines and handling security, they may get a more packaged solution.

For example, a bank may want an AI system to detect unusual transactions. It needs secure data handling, model development, compliance checks, monitoring and support. HCLTech can offer all these layers if its full-stack model works as planned.

A manufacturing company may use AI for predictive maintenance. This means using machine data to predict when equipment may fail. Such systems need data storage, AI models, factory system integration and continuous support.

This is where a full-stack AI partner can become useful.

Why data centers are central to AI

AI applications need a lot of computing power, especially when models are trained or used at large scale. Normal data centers are not always designed for this kind of load.

AI-ready data centers need high-performance chips, better cooling, strong power supply and fast networking. That is why companies around the world are investing heavily in AI infrastructure.

For HCLTech, building AI data center capacity means it can support customers that need local, secure and scalable AI systems. It also gives the company a stronger position against rivals that only provide consulting or software services.

HCLTech’s wider AI strategy

HCLTech has been increasing its AI focus through services, platforms and investments. The company also led a large funding round in Indian AI startup Sarvam AI earlier, which shows interest in India-built AI models and language technology.

This matters because India has many languages, sectors and use cases that global AI tools may not handle perfectly. Local AI models can support Indian languages, government services, customer support, education, finance and small business needs more effectively.

HCLTech was founded as part of the HCL group started by Shiv Nadar in 1976. HCL Technologies later grew as the group’s software and services arm, and the company rebranded as HCLTech in 2022. Its latest AI move shows how old IT services companies are trying to reshape themselves for the next phase of technology demand.

Competitors and market context

HCLTech will compete with Indian IT services players such as TCS, Infosys, Wipro, Tech Mahindra and LTIMindtree, all of which are building AI offerings for global clients.

It will also face competition from global firms such as Accenture, IBM, Capgemini and Cognizant. On the infrastructure side, cloud giants like Amazon Web Services, Microsoft Azure and Google Cloud are already strong players.

The difference is that HCLTech is trying to combine services with owned AI-ready infrastructure. That can be an advantage if clients want more control, local hosting and custom AI solutions. But it can also be expensive because data centers need large capital, power planning and constant upgrades.

Challenges ahead

The biggest challenge is execution. Building AI data centers is costly. They need reliable power, cooling systems, hardware supply, security and strong utilization. If demand does not grow as expected, returns can take time.

Another challenge is competition. Global cloud companies already have deep infrastructure experience. HCLTech will need to show why customers should choose its AI stack over existing cloud-led options.

There is also the talent question. AI projects need data engineers, model experts, cloud architects, security teams and business consultants. HCLTech will need all these teams working together, not in separate silos.

Conclusion – Key takeaways

HCLTech’s full-stack AI offering, powered by its planned Rs. 3,500 crore data center investment, is a serious bet on the future of enterprise AI. The company wants to offer customers infrastructure, models, platforms and managed services in one combined package.

The move is aimed at businesses and governments that want secure, scalable and locally controlled AI systems. It can help HCLTech move higher in the AI value chain, but the plan will need careful execution because data centers are capital-heavy.

If HCLTech gets the timing and delivery right, this move can become an important growth engine in India’s AI and IT services story.

Facts Input

Disclaimer

This article is for general information only. Investment plans, capacity timelines and service details may change based on company updates, customer demand and regulatory conditions.

Elevation Capital has closed a new $500 million India-focused Fund IX, giving the venture capital firm fresh capital to back early-stage startups in the country. The fund will mainly invest in seed and Series A companies, with a strong focus on AI-led businesses being built from India.

The timing is important. Indian startups are entering a new phase where investors are not only chasing fast growth. They are looking for sharper business models, stronger founders and technology that can solve real problems.

For Elevation Capital, Fund IX is a clear bet on the next wave of Indian startups, especially companies building on top of AI models for sectors like healthcare, education, financial services, enterprise software and deeptech.

What is Elevation Capital Fund IX

Elevation Capital Fund IX is a $500 million venture fund focused on India. It is the firm’s ninth fund and is designed mainly for early-stage startup investments.

The fund will back startups at seed and Series A stages. These are early stages where founders usually need money to build products, hire teams, find customers and prove that the business can grow.

Fund IX is expected to focus on AI-first companies, global software startups being built from India, and deeptech areas such as space, defence, robotics, energy and precision manufacturing.

In simple words, Elevation wants to find startups early, support them closely and stay with them as they scale.

Aim and purpose of the fund

The main aim of Fund IX is to support Indian founders building serious technology companies for both Indian and global markets.

A big part of the purpose is AI. Elevation believes India may not have led the earliest wave of large foundation models like OpenAI, but Indian founders can build strong businesses on top of these models. This includes practical AI tools for doctors, teachers, banks, insurers, factories, small businesses and consumers.

The fund also shows that Elevation is not limiting itself to normal software startups. It wants to back companies working in frontier areas where India can build long-term strength.

For example, an Indian startup may build AI tools for hospital workflows, credit checks for small businesses, defence systems, robotics for factories or software for global enterprises. These are the kinds of businesses Fund IX may look at.

Who is Elevation Capital

Elevation Capital is one of India’s well-known venture capital firms. It was earlier known as SAIF Partners India and rebranded as Elevation Capital in 2020.

The firm has been investing in Indian startups for more than 20 years. Its portfolio includes companies such as Paytm, Swiggy, Meesho, Urban Company, Acko, ShareChat, NoBroker, FirstCry, Spinny and Ixigo.

Elevation’s current team includes investors such as Mukul Arora and Mridul Arora, among other partners. The firm operates from Gurugram and Bengaluru and focuses on sectors including consumer tech, fintech, healthcare, enterprise AI, consumer brands and frontier tech.

Why this fund matters for Indian startups

A $500 million India-focused fund is meaningful because early-stage startups need long-term investors who understand local markets.

Many founders are building in difficult categories. Healthcare, financial services, education, manufacturing and deeptech are not easy sectors. They need patient capital, industry knowledge and strong networks.

Fund IX can help startups get not only money, but also support in hiring, product thinking, finance, legal work, marketing, AI adoption and business development.

For founders, this kind of support can be valuable in the first few years when the company is still finding its direction.

Why AI is central to the fund

AI is becoming a major part of business software and consumer products. But not every AI startup will win. The real opportunity is in solving specific problems better, faster or cheaper.

India has a large talent pool of engineers, product builders and domain experts. Many Indian startups can build AI software for global customers while keeping costs competitive.

For example, a startup may build AI tools for insurance claim checks, customer support, legal document review, medical note-taking or supply chain planning. These are practical use cases where companies may pay if the product saves time or improves accuracy.

Elevation’s focus on AI’s application layer means it may back startups that use existing AI models to build useful products, instead of trying to create massive AI models from scratch.

Deeptech and frontier technology focus

Fund IX is also expected to look at deeptech sectors such as space, defence, robotics, energy and precision manufacturing.

These sectors are harder than normal app-based businesses. They often need hardware, research, testing, regulation and longer timelines. But if successful, they can create strong companies with real technology depth.

India’s defence tech, space tech and manufacturing technology ecosystem is growing. Government policy support and private sector demand are also improving. This creates a better environment for investors to support such companies.

Competitors and market context

Elevation Capital is not alone in raising India-focused venture capital. The Indian startup market has several strong venture firms competing for promising founders.

Peak XV Partners recently raised a large fund for India and Asia. Accel, Lightspeed, Nexus Venture Partners, Matrix Partners India, Blume Ventures, Stellaris Venture Partners and others are also active in early-stage investing.

The difference now is that many funds are becoming more focused. Instead of raising very large funds for every kind of deal, investors are choosing sharper themes such as AI, deeptech, fintech, climate, healthcare and enterprise software.

This can be good for founders because they may find investors who understand their category better.

What it means for founders

For early-stage founders, Fund IX means more capital is available, but expectations will still be high.

Investors will likely look for clear founder-market fit, strong product thinking, early customer interest and a big market opportunity. In AI startups, they may also check whether the company has a real advantage or is only using a common AI tool with a thin layer on top.

Founders should be ready to explain what problem they are solving, why now is the right time, who will pay, and why their team can win.

Conclusion – Key takeaways

Elevation Capital’s $500 million Fund IX is a strong signal for India’s startup ecosystem. The fund will focus mainly on seed and Series A investments, with AI-led companies at the centre of its strategy.

The purpose is to back Indian founders building useful, scalable and globally relevant companies in areas such as AI software, fintech, healthcare, education, enterprise technology and deeptech.

For India, this fund shows that serious venture capital is still available for strong founders, even in a more disciplined funding market. For startups, the message is clear – build real products, solve real problems and show why your company can matter beyond the funding headline.

Facts Input- MC

SBI Life Insurance and IIT Bombay have joined hands to launch Bharat’s AI & Cyber Innovation Hub for Insurance, a joint research and innovation centre focused on artificial intelligence, cyber security and deep technology.

The partnership comes at an important time. Insurance is becoming more digital, and customers now buy policies, upload documents, pay premiums and track claims online. This makes service faster, but it also increases the need to protect personal and financial data.

The new hub aims to build technology in India for India’s insurance sector. Its purpose is not only to use ready-made tools, but to create stronger digital protection systems that understand local needs, customer behaviour and regulatory expectations.

What is Bharat Innovation Hub

Bharat Innovation Hub is a joint research centre created by SBI Life and IIT Bombay. It will focus on building Indian solutions for AI and cyber defence in the insurance industry.

The idea is simple. As insurance companies handle more digital data, they need better tools to detect fraud, protect customer information, improve service and reduce risk. The hub will bring together academic research, insurance knowledge and technology talent to work on these problems.

The Memorandum of Understanding was signed by Prof. S V Kulkarni, Dean R&D at IIT Bombay, and Vishal Bhatia, Chief Information and Digital Officer at SBI Life Insurance. Senior leaders from both organizations were also present during the signing.

Why this partnership matters

Insurance companies deal with sensitive information such as age, income, health details, nominees, bank data and identity documents. If this information is not protected well, customers can face serious risks.

At the same time, insurers must also manage fraud, faster claim checks, smoother policy servicing and better customer support. AI can help in these areas, but only when it is built responsibly and supported by strong cyber security.

This is where the hub becomes important. It can help create tools that are safer, more transparent and better suited to India’s insurance market.

The aim and purpose of the hub

The main aim of Bharat Innovation Hub is to build local deep-tech capability for the insurance sector. In simple words, it wants to reduce dependence on outside security systems and support technology that is designed, developed and owned in India.

The hub will work on AI-based solutions, cyber defence systems and future-ready technologies that can help insurers protect customer data and meet the rising expectations of customers and regulators.

Another purpose is talent building. Students, researchers and professionals may get opportunities to work on real insurance problems. This can help India create more skilled people in AI, cyber security and financial technology.

How AI can help insurance

AI can make insurance easier for both companies and customers.

For example, AI tools can help read claim documents faster, identify missing information and support teams in clearing routine work. They can also help customer service teams answer common policy questions more quickly.

AI can also be used to detect unusual activity. If many suspicious claims follow a similar pattern, the system can alert the company for deeper review. This does not mean humans disappear from the process. In sensitive areas like claims and policy decisions, human review is still important.

Why cyber security is central

The insurance sector is growing, and with that growth comes more customer data. Industry estimates mentioned in the announcement suggest India’s insurance premium market may grow at around 6.9 percent annually until 2030.

As more people buy insurance digitally, cyber safety becomes as important as policy protection. A weak system can expose customer records, payment details or internal business data.

Cyber security tools can help insurers monitor attacks, detect unusual logins, prevent data leaks and respond faster when threats appear. For customers, this means greater trust in digital insurance services.

Impact on customers and the insurance industry

For customers, the long-term benefit could be safer digital platforms, faster service and better claim support. If the technology works well, policyholders may see fewer delays and smoother online processes.

For the insurance industry, the hub can become a model for how companies and academic institutions can work together. Instead of only buying technology from outside vendors, insurers can help build solutions around real market problems.

Competitors such as LIC, HDFC Life, ICICI Prudential Life, Max Life and other insurers are also investing in digital service and customer experience. SBI Life’s tie-up with IIT Bombay may push the sector to think more seriously about AI, data protection and home-grown technology.

Challenges ahead

The idea is strong, but the real test will be execution.

AI in insurance must be fair and explainable. A customer should not suffer because a machine wrongly marks a claim or profile as risky. Cyber systems also need constant upgrades because online threats keep changing.

The hub will need to balance research with real-world use. A good lab solution becomes valuable only when it works safely at scale and improves the customer experience.

Conclusion – Key takeaways

SBI Life and IIT Bombay’s Bharat Innovation Hub is a timely step for India’s insurance and technology sector. It aims to build Indian AI and cyber security solutions for insurers while protecting customer data and improving digital trust.

The partnership also shows how industry and academia can work together on practical problems. If the hub delivers useful tools, it can help insurers become safer, faster and more prepared for the digital future.

Facts Input- DailyPioneer

Financial freedom sounds like a big phrase, but the idea is very simple. It means you are not fully dependent on your next salary to survive. Your savings, investments and income choices give you breathing space.

For some people, financial freedom means retiring early. For others, it means leaving a stressful job, starting a business, paying bills without fear, or supporting family without borrowing money. There is no single definition that fits everyone.

So, can financial freedom be achieved early in life? Yes, but not by luck, shortcuts or viral tips. It usually comes from steady saving, smart spending, patient investing and avoiding bad debt.

What financial freedom really means

Financial freedom does not always mean owning a big house, luxury car or Rs. 10 crore portfolio. At the beginning, it may simply mean having six months of expenses saved, no credit card debt, health insurance, and investments that grow quietly in the background.

A 25-year-old who saves Rs. 15,000 every month and avoids lifestyle pressure may be moving faster than someone earning more but spending everything.

The first step is to define your own number. How much money do you need monthly to live comfortably? How much would make you feel safe for one year? How much investment income would cover your basic expenses?

Once you know these numbers, the dream becomes a plan.

Start early, even if the amount is small

Time is the biggest advantage young earners have. A small amount invested early can grow better than a larger amount started much later, because returns can earn returns over time.

For example, if someone invests Rs. 10,000 every month for 20 years and earns an average annual return of 12 percent, the final value can be close to Rs. 1 crore. This is only an example, not a guaranteed result. Real returns will depend on the investment, market conditions and time period.

The lesson is simple. Do not wait to become rich before investing. Start with what you have, then increase it as your income grows.

Keep your lifestyle slower than your salary

This is where many early financial freedom plans fail. The first good salary brings new temptations – better phone, bike, car, trips, restaurants, branded clothes and expensive subscriptions.

Enjoy life, but do not upgrade everything at once. If your salary rises by Rs. 20,000, try investing at least Rs. 8,000 to Rs. 10,000 more before increasing spending.

A simple rule can help. Every time your income grows, increase your investment first and lifestyle later. This one habit can change your financial future.

Build an emergency fund before chasing high returns

An emergency fund is boring, but it is powerful. It protects you from using credit cards or personal loans when life goes wrong.

Keep at least three to six months of basic expenses in a safe and easy-to-access place like a savings account or liquid fund. If your job is unstable, your family depends on you, or you have loans, aim for a bigger cushion.

For example, if your monthly basic expenses are Rs. 40,000, try building an emergency fund of Rs. 1.2 lakh to Rs. 2.4 lakh. This money is not for shopping, trading or holidays. It is your safety net.

Avoid debt that eats your future income

Not all debt is bad. A home loan or education loan may help build long-term value if handled carefully. But credit card debt, app loans, costly EMIs and personal loans for lifestyle spending can slow you down badly.

The danger is not just the interest rate. It is the habit. Once EMIs become normal, your salary starts belonging to lenders before it reaches you.

Before taking any loan, ask one question – will this help my future or only impress people for a few months?

If the answer is only short-term comfort, pause.

Invest with a simple plan

You do not need ten different apps and twenty investment products. For most beginners, a simple mix works better.

You can keep emergency money in safe options, use mutual funds or index funds for long-term goals, consider PPF or EPF for stable retirement savings, and buy term insurance if your family depends on your income.

Do not put all your money in one place. Also, do not invest in something only because a friend, influencer or office colleague said it will double.

SEBI’s investor education platform highlights the need to understand investment products and risks. That advice matters even more today because social media makes every risky idea look easy.

Increase income, not just savings

Saving is important, but there is a limit to how much you can cut. Income has more room to grow.

You can learn skills that increase your earning power. This could be coding, sales, data analysis, finance, design, writing, digital marketing, video editing, public speaking, or domain knowledge in your industry.

A side income can also help, but it should not destroy your health. Freelancing, consulting, teaching, content work, small online services or a weekend business can speed up your journey if managed well.

The goal is not to work all the time. The goal is to use your early years to build options.

Protect yourself with insurance

One medical emergency can damage years of savings. Health insurance is important even if your employer provides coverage, because job-linked insurance may stop when you leave the company.

Term insurance is also useful if your parents, spouse, children or siblings depend on your income. Do not mix insurance and investment without understanding the cost and return. A clean term plan is often easier to understand.

Financial freedom is not only about growing money. It is also about protecting what you are building.

Track money without becoming obsessed

You do not need to record every cup of tea forever. But for a few months, track where your money goes. Most people are surprised by food delivery, shopping apps, subscriptions, fuel, weekend spending and small UPI payments.

Once you know the pattern, fix the leaks. Cancel unused subscriptions. Set a monthly fun budget. Use automatic SIPs or recurring investments soon after salary day.

The best system is the one you can follow without stress.

Do not compare your journey with others

Someone will always have a better car, bigger salary or nicer vacation photos. Comparison is expensive.

Early financial freedom needs patience. Your friends may spend more today. You may feel slow. But after five to ten years, the person with investments, low debt and useful skills often has more choices.

Freedom is built quietly. Most of the work is not visible on social media.

Conclusion – Key takeaways

Financial freedom can be achieved early in life, but it needs clear habits. Start investing early, keep expenses controlled, avoid bad debt, build an emergency fund, grow your income and protect yourself with insurance.

Do not chase quick money. Do not copy random investment tips. Do not wait for a perfect salary. Begin with small steps and stay consistent.

The real meaning of financial freedom is choice. Choice to say no to a bad job. Choice to help family. Choice to take a break. Choice to live with less fear. That is worth building from the first salary itself.

Tax planning is not just a March activity. For salaried employees, it works best when it starts early in the financial year. If you wait until the last month, you may end up buying a random insurance policy, locking money in the wrong product, or missing simple benefits already available in your salary structure.

The good news is that tax planning does not have to be complicated. You only need to understand your salary, compare the old and new tax regimes, keep proof of your claims, and choose tax-saving options that also support your real life goals.

This guide explains practical tax planning tips for salaried employees in India in simple terms. We have tried to write the article for beginners and general readers who want to save tax without making rushed decisions.

Understand your salary before planning tax

Your CTC and your taxable salary are not always the same. CTC may include employer PF contribution, gratuity, insurance, bonuses, reimbursements and other benefits. Your taxable salary is calculated after considering allowed exemptions and deductions.

Start by reading your salary slip. Look at basic salary, HRA, special allowance, employer PF, professional tax, bonus and reimbursements. This tells you which tax benefits you can actually use.

For example, if you live in a rented house and receive HRA, the old tax regime may allow you to claim HRA exemption. But if your salary has no HRA component, you cannot claim it in the same way.

Compare old and new tax regime

This is the biggest decision for salaried employees.

The new tax regime has lower slab rates and is now the default option. It also gives salaried employees a standard deduction of Rs. 75,000. For normal income, the rebate benefit can make tax payable zero up to Rs. 12 lakh of taxable income under the new regime, and for salaried people the standard deduction can push the practical salary level higher. But special-rate income such as some capital gains may be treated differently.

The old tax regime still matters if you have enough deductions and exemptions. It allows benefits such as HRA, Section 80C, Section 80D, home loan interest, LTA and some other claims.

A simple way to decide is this – if you do not claim many deductions, the new regime may be better. If you pay rent, invest regularly, have health insurance, pay home loan interest and use NPS, the old regime may still save more tax.

Use Section 80C wisely

Section 80C is one of the most used tax-saving routes under the old tax regime. The limit is Rs. 1.5 lakh in a financial year.

Common options include EPF, PPF, ELSS mutual funds, life insurance premium, National Savings Certificate, tax-saving fixed deposits, Sukanya Samriddhi Yojana and home loan principal repayment.

Do not invest only because it saves tax. Match the product with your goal. If you want long-term retirement money, PPF or EPF may work well. If you can take market risk for long-term growth, ELSS may be suitable. If you need safety, a tax-saving FD may feel more comfortable, though it has a lock-in period and interest is taxable.

Claim HRA if you live on rent

House Rent Allowance can reduce taxable salary under the old tax regime if you are a salaried employee, receive HRA, and pay rent.

Keep rent receipts, rent agreement, bank transfer proof and landlord PAN if annual rent is above the required reporting limit. Paying rent in cash without proper records can create trouble later.

Here is a practical example. Suppose Priya works in Pune and pays Rs. 22,000 monthly rent. Her salary includes HRA. If she chooses the old regime, she should calculate HRA exemption and submit rent proofs to her employer on time. If she forgets, she may still claim it while filing ITR, but it is easier when payroll records are clean.

Do not ignore health insurance

Medical costs can disturb a household budget very quickly. Under the old tax regime, Section 80D allows deduction for medical insurance premium, subject to limits and conditions.

A salaried employee can claim health insurance premium for self, spouse, dependent children and parents. Higher limits are available where senior citizen parents are involved.

This is one tax-saving step that also has real-life value. A basic family floater and separate cover for parents can be more useful than buying another product only for deduction.

Use NPS if retirement saving fits your plan

The National Pension System can help salaried employees build retirement savings. Under the old regime, an extra deduction of Rs. 50,000 is available for eligible self-contribution under Section 80CCD(1B), over and above the Section 80C limit.

Employer contribution to NPS can also have tax benefits within prescribed limits. This can be useful for people in higher salary brackets.

But NPS is a retirement product. It has withdrawal rules and a long-term structure. Use it if you are comfortable keeping money locked for retirement, not just because it lowers tax this year.

Check your salary structure with HR

Many employees miss tax benefits because their salary structure is too plain. Depending on company policy, components such as meal benefits, phone and internet reimbursement, fuel reimbursement, leave travel allowance and NPS employer contribution may help reduce taxable income.

This does not mean every employee should ask for every component. Keep it practical. If you work from home and use your own broadband, a proper reimbursement policy can help. If you travel with family and your company offers LTA, plan it with records.

Salary restructuring works best at the beginning of the financial year, not after payroll has already closed.

Keep proofs ready through the year

Tax planning fails when documents are missing. Keep a small folder for rent receipts, insurance premium receipts, donation receipts, home loan certificate, tuition fee receipts, investment statements and Form 16.

Also check Form 26AS, AIS and TIS before filing your return. These statements show tax deducted, interest, dividends and other reported financial details. If something is missing or wrong, fix it early.

For example, if your bank has reported FD or RD interest and you forget to include it, your return may not match the tax department’s data. Small misses can lead to notices later.

Plan bonuses and capital gains carefully

Salary bonus is taxable, but you can still plan the year better. If you expect a large bonus, review your regime choice, advance tax position and deductions early.

If you also invest in shares, mutual funds or crypto assets, remember that capital gains may have separate tax treatment. Do not assume your salary tax calculation covers everything.

A salaried employee with mutual fund redemptions should download the capital gains statement before filing ITR. This is especially important because ITR-1 may not be suitable if you have capital gains.

Avoid last-minute tax-saving mistakes

The most common mistake is buying life insurance without understanding returns, cover and lock-in. Insurance should first protect your family. Investment should help your goals. Mixing both without checking costs can hurt returns.

Another mistake is choosing the old regime just because deductions sound attractive. If your deductions are small, the new regime may still be better.

Also avoid fake rent receipts, inflated donation claims and wrong deductions. Saving tax is good. Creating future stress is not.

Conclusion – Key takeaways

Tax planning for salaried employees should be simple, early and honest. First understand your salary. Then compare old and new tax regimes with your actual numbers. Use 80C, HRA, 80D, NPS and home loan benefits only where they fit your life.

The new tax regime may suit employees who want fewer claims and lower rates. The old regime may suit those with rent, investments, insurance, home loan and other eligible deductions.

The smartest tax plan is not the one that gives the biggest deduction on paper. It is the one that saves tax, keeps records clean, and supports your money goals.