Samsung has launched the Galaxy F70 Pro 5G in India, and the phone is clearly aimed at buyers who want long battery life, a smooth display, stable cameras and long software support without entering flagship pricing.

The phone was launched on 3 August 2026, and sale availability is expected from 8 August through Flipkart and Samsung’s official online store. The Galaxy F70 Pro 5G sits in the busy mid-range segment, where buyers compare every small detail before spending money.

Samsung’s biggest pitch here is simple. The F70 Pro 5G brings a 6000mAh battery, Snapdragon 6 Gen 3 chipset, 120Hz Super AMOLED display, 50MP OIS camera and six years of software and security updates.

Samsung Galaxy F70 Pro 5G price in India

The Galaxy F70 Pro 5G comes in three variants (Prices appearing on Flipkart page).

• The 6GB RAM and 128GB storage variant is priced at Rs. 23,999.
• The 8GB RAM and 128GB storage variant is priced at Rs. 28,999.
• The 8GB RAM and 256GB storage variant is priced at Rs. 32,999.

The phone is available in Aura Green and Alpha Black colour options. For most buyers, the 8GB RAM and 128GB storage model may feel like the balanced choice. But if you store a lot of videos, photos, documents and apps, the 256GB version makes more sense. Prices are subject to change as per the platform and time, you should also check the offered prices with the discounts offered and credit card offers.

Display and design

The Galaxy F70 Pro 5G gets a Full HD+ Super AMOLED display with a 120Hz refresh rate. This means scrolling should feel smooth, colours should look rich, and the screen should be pleasant for videos, reels, browsing and gaming.

Samsung is also using Corning Gorilla Glass Victus Plus protection. That is a useful addition because many buyers in this price range keep a phone for three to five years. Stronger glass does not make a phone unbreakable, but it helps with day-to-day durability.

For people who watch Netflix, YouTube, cricket highlights or online lectures, the AMOLED panel will be one of the stronger reasons to consider this phone. Samsung’s displays are usually a safe bet in this segment.

Performance and processor

The phone is powered by the Qualcomm Snapdragon 6 Gen 3 chipset. This is a mid-range 5G processor built for regular users who need smooth daily performance, good battery management and reliable multitasking.

It is not a flagship gaming chip, so buyers should not expect ultra-high performance in heavy games. But for WhatsApp, Instagram, YouTube, Google Maps, banking apps, office work, video calls and light gaming, it should be more than enough.

Samsung has paired the chipset with up to 8GB LPDDR5X RAM and up to 256GB UFS 3.1 storage. In simple terms, apps should open quickly, multitasking should feel steady, and file transfers should be faster than phones using older storage types.

Camera setup

The Galaxy F70 Pro 5G has a triple rear camera setup.

It includes a 50MP primary camera with optical image stabilization, also called OIS. OIS helps reduce hand shake while taking photos and videos. This is especially useful in low light or while recording handheld clips.

The second camera is a 5MP ultrawide sensor, useful for landscape shots, group photos and buildings. The third is a 2MP macro camera for close-up shots.

On the front, Samsung is highlighting an HDR selfie camera. HDR helps balance bright and dark areas in a photo. For example, if you take a selfie outdoors with strong sunlight behind you, HDR can help keep your face and background better exposed.

The camera setup looks practical, though the main 50MP OIS sensor will likely do most of the real work.

Battery and charging

Battery is one of the biggest strengths of the Galaxy F70 Pro 5G. The phone packs a 6000mAh battery, which should comfortably suit heavy users.

For example, if you travel daily, use mobile data, attend calls, watch videos and use UPI apps throughout the day, a larger battery gives more breathing room. Students, field workers, creators and office users may all appreciate this.

The phone supports 45W fast charging. However, Samsung notes that the 45W charger is sold separately. So buyers should check the box contents before ordering, especially if they do not already own a compatible fast charger.

Software and updates

The Galaxy F70 Pro 5G ships with One UI 8.5 and comes with Samsung’s promise of six generations of OS upgrades and six years of security updates.

This is a major selling point.

Many people now keep phones longer because smartphone upgrades have become expensive. Long software support means the phone should stay safer and more useful for more years.

For parents buying a phone for students, or professionals who do not change phones every year, this update policy can be more valuable than one extra camera sensor or a slightly faster charger.

Who should buy Samsung Galaxy F70 Pro 5G

The Galaxy F70 Pro 5G is best for users who want a dependable all-rounder.

It is a good fit for students who need online classes, notes, videos and social apps. It suits office users who need calls, emails, UPI, maps and long battery life. It also works for content consumers who want a good display and strong battery.

It may also appeal to buyers who prefer Samsung’s software experience and want longer updates. That is where Samsung has an advantage over many mid-range rivals.

Competitors

The Galaxy F70 Pro 5G competes with phones like OnePlus Nord 5, Nothing Phone 3a Pro, iQOO Neo series models, Motorola Edge series phones and Samsung’s own Galaxy A-series devices.

The OnePlus Nord 5 may attract buyers who want stronger performance. Nothing Phone 3a Pro may appeal to users who want a unique design and strong camera hardware. iQOO phones are usually popular among gaming-focused buyers.

Samsung’s advantage is its AMOLED display, big battery, OIS camera, brand trust and long update promise. The final choice depends on what the buyer values most.

Conclusion with key takeaways

The Samsung Galaxy F70 Pro 5G looks like a practical mid-range phone for Indian buyers who want a long-lasting device. It may not be the most aggressive gaming phone, but it covers the basics well.

The 6000mAh battery, 120Hz Super AMOLED display, Snapdragon 6 Gen 3 processor, 50MP OIS camera and six years of updates make it a strong option for users who want reliability over hype.

Key takeaways –

• Samsung Galaxy F70 Pro 5G launched in India on 3 August 2026.
• Sale availability is expected from 8 August through Flipkart and Samsung’s online store.
• The phone starts at Rs. 25,999 and goes up to Rs. 34,999.
• It comes with Snapdragon 6 Gen 3, 6000mAh battery and 45W charging support.
• Samsung promises six OS upgrades and six years of security updates.

Facts Input

India’s deep-tech startup ecosystem is becoming more serious, and IIIT-Hyderabad is playing an important role in that journey. The Centre for Innovation and Entrepreneurship, or CIE, at IIIT-Hyderabad has selected five deep-tech startups for the Avishkar Venture Studio Summer Cohort 2026.

This is not a normal startup accelerator where founders only attend pitch sessions and networking events. Avishkar is built for startups that are working on difficult technology problems. These may include artificial intelligence, robotics, computer vision, medtech, mobility, AR/VR, NLP and other research-heavy areas.

The selected five startups are expected to go through a six-month venture studio journey at CIE-IIIT Hyderabad. During this period, they will get access to mentoring, IIIT-Hyderabad faculty, labs, go-to-market support, investor networks and possible seed funding.

What is Avishkar Venture Studio

Avishkar Venture Studio is a deep-tech acceleration programme run by CIE at IIIT-Hyderabad. It is designed for startups that already have a proof of concept, early product or basic MVP.

In simple words, it supports founders who have moved beyond just an idea but still need help turning their technology into a real business.

The programme focuses on startups working in emerging technology areas such as AI, machine learning, computer vision, robotics, NLP, AR/VR, medtech, mobility and mediatech.

According to CIE’s public programme details, Avishkar offers a six-month structured journey. Startups may get up to Rs. 10 lakh seed funding, research connections with IIIT-Hyderabad faculty and labs, go-to-market guidance, revenue modelling support, business planning help, mentor access and investor connections.

The official Avishkar page also mentions that depending on the startup’s stage, pitch and technical validation, seed funding support can go up to Rs. 40 lakh.

Why these five startups matter

The five startups selected for the Summer Cohort 2026 represent a broader shift in Indian entrepreneurship. More founders are now building hard technology products, not just consumer apps or simple software tools.

Deep-tech startups usually solve complex problems. A robotics startup may build machines that work in factories or warehouses. A medtech startup may create a diagnostic device. A mobility startup may work on safer roads, autonomous systems or vehicle intelligence. An AI startup may build tools that understand images, language or large business data.

These ideas take longer to build, but they can create deeper value.

That is why CIE-IIIT Hyderabad’s support matters. A founder building in deep tech often needs access to researchers, labs, testing support, technical mentors and patient investors. Avishkar brings these pieces closer together.

These startups are-

1. Comply Ark Solution Private Limited – It is developing an AI-enabled DPDPA compliance platform.
2. L2 Aero – It is building an AI-powered subsurface detection platform for defence and infrastructure.
3. Mimansa Play – It is creating an AI-powered speech development platform for children.
4. SentraAuth Technologies – It is developing an AI-powered continuous authentication platform using behavioral biometrics.
5. Stylique AI Private Limited (Yoko Styles) – It is building an AI-powered fashion design platform that transforms ideas into production-ready sewing patterns.

What kind of startups Avishkar supports

Avishkar’s Summer Cohort 2026 call focused on proof-of-concept-stage startups in deep-tech and deep-IP areas.

Deep-IP means the startup is not just reselling technology or building a simple interface. It is creating its own technical knowledge, product architecture, algorithm, device, system or intellectual property.

The programme looked for startups in areas such as AI, robotics, computer vision, NLP, AR/VR, medtech, healthcare IT, diagnostics, mobility, road safety, human-machine interface, gaming, adtech and mediatech.

For example, a startup using computer vision to detect road accidents faster can fit into the mobility category. A company building an AI diagnostic tool for early disease screening can fit into medtech. A team creating AR/VR training tools may fit into mediatech or deep tech.

Why IIIT-Hyderabad is a strong fit

IIIT-Hyderabad has a strong research background in computer science, electronics, AI, language technologies, robotics, data engineering, cybersecurity, computer vision and related fields.

CIE at IIIT-Hyderabad was set up in 2008 and has grown into one of India’s important academic incubators. Its own public material says it has supported hundreds of startups over the years and works through incubators such as Avishkar for deep tech, Ojas for medtech and AIC-IIITH for social impact startups.

This research link is important. Deep-tech founders need more than general business advice. They need people who can challenge their technical assumptions and help them validate whether the product can actually work in the real world.

How the selected startups may benefit

The five startups selected for Avishkar Venture Studio can benefit in several practical ways.

First, they can get technical validation. If a startup is building an AI model, robot, medical tool or mobility product, expert review can help improve reliability.

Second, they can refine their business model. Many deep-tech founders know the technology well but struggle with pricing, customer discovery and sales.

Third, they can access IIIT-Hyderabad labs and faculty networks. This can help with prototyping, testing and research-backed product improvement.

Fourth, they can prepare for investors. Deep-tech investors usually ask tough questions about product risk, market size, timelines, patents, competition and customer readiness.

Fifth, they can build early industry connections. For startups, the first few customers or pilots are often harder than the technology itself.

Why this is important for India’s startup ecosystem

India has many software startups, but the country needs more companies that build original technology. Deep-tech startups can help India move from being a technology services market to a technology products market.

This matters in areas like healthcare, defence, mobility, semiconductors, robotics, manufacturing, climate, agriculture and public infrastructure.

For example, a medtech startup can build affordable diagnostic tools for smaller towns. A robotics startup can help Indian factories automate risky or repetitive work. A mobility startup can improve road safety using AI. These are practical problems with large Indian relevance.

Programmes like Avishkar help such founders move from lab thinking to market thinking.

Competitors and similar programmes

Avishkar operates in a growing deep-tech support ecosystem.

Other important programmes and incubators include T-Hub in Hyderabad, i-TIC Foundation at IIT Hyderabad, SINE at IIT Bombay, IIT Madras Incubation Cell, C-CAMP in Bengaluru, NASSCOM DeepTech Club, IKP Knowledge Park and various MeitY-backed startup programmes.

Avishkar’s advantage is its close connection with IIIT-Hyderabad’s research ecosystem. This can be especially useful for startups working in AI, computer vision, robotics, language technologies, AR/VR and data-led products.

Conclusion with key takeaways

CIE at IIIT-Hyderabad selecting five deep-tech startups for Avishkar Venture Studio Summer Cohort 2026 is a positive signal for India’s research-led startup ecosystem.

These startups are not only chasing quick digital growth. They are working on harder technology problems that need patient support, expert guidance and strong validation. Avishkar gives them a structured path to move from proof of concept to a stronger, investor-ready and market-ready business.

Key takeaways –

• CIE at IIIT-Hyderabad has selected five deep-tech startups for Avishkar Venture Studio Summer Cohort 2026.
• The programme runs for six months and supports proof-of-concept-stage startups.
• Focus areas include AI, robotics, computer vision, NLP, AR/VR, medtech, mobility and mediatech.
• Startups can access seed funding, IIIT-Hyderabad faculty, labs, mentors, go-to-market support and investor networks.
• The earlier article’s old cohort startup names have been removed to avoid mixing past Avishkar batches with the 2026 Summer Cohort.

Facts Input

India’s sports system is slowly changing from a medal-focused conversation to a full development story. The expanded Khelo India Scheme, approved with a reported outlay of Rs. 36,441 crore, is part of that larger shift.

The aim is simple but ambitious. India wants to find young sporting talent early, give them better training, build stronger local infrastructure, and create a clear path from school-level participation to national and international performance.

This matters because India has a young population, but many talented children still lose their sporting journey early due to poor facilities, lack of coaching, financial pressure, or no proper competition structure. Khelo India is designed to reduce those gaps.

What is the Khelo India Scheme

Khelo India is the Government of India’s national sports development programme. It was created to revive sports culture at the grassroots level and build a stronger framework for sports across the country.

The programme brings together several parts of the sports ecosystem. This includes sports infrastructure, annual competitions, talent identification, athlete support, women’s sports, rural and indigenous games, disability sports, and training centres.

In simple words, Khelo India is not just one tournament. It is a complete sports pipeline.

A child may first be noticed through a school or district-level test. If the child performs well, they may get access to a Khelo India Centre, coaching support, competitions, medical help, equipment and financial assistance. Over time, the best athletes can move toward elite national programmes.

Why the expanded outlay matters

The reported Rs. 36,441 crore outlay shows that the government wants to treat sports as a long-term national investment.

Sports development needs money at many levels. A stadium alone is not enough. Athletes need coaches, physiotherapists, nutrition support, equipment, travel support, sports science, competitions and regular monitoring.

For example, a young wrestler from a small town may have talent but no access to quality mats, diet support or expert coaching. A swimmer may need a proper pool, timing systems and strength training. A para athlete may need specialized equipment and trained support staff.

The expanded Khelo India Scheme is meant to address such practical needs across India, not only in big cities.

What the scheme has already built

Khelo India has already become a visible part of India’s sports system.

According to DD News, as of July 2026, 349 sports infrastructure projects worth Rs. 3,176 crore had been approved across the country. The network also included 1,067 Khelo India Centres and 267 academies.

The same report said 2,745 Khelo India Athletes were receiving support such as coaching, equipment, medical care and monthly out-of-pocket allowance.

The official Khelo India website also lists key verticals such as State Level Khelo India Centres, Annual Sports Competitions, Talent Search and Development, Sports for Women, support to academies, promotion of sports among persons with disabilities, rural and tribal games, and school fitness.

That means the scheme is already operating at multiple levels. The expanded version is expected to make this system wider and stronger.

Focus on talent identification

One of the biggest goals of Khelo India is to find talent early.

In many Indian families, sports is still seen as a risky career. Parents often support academics more because the sports pathway feels uncertain. Khelo India tries to change this by creating structured competitions and support systems.

The Khelo India Rising Talent Identification initiative, or KIRTI, is one such effort. It uses standardized tests and technology to identify promising children in the 9 to 18 age group.

This is important because talent can come from anywhere. A fast runner may be in a village school. A strong weightlifter may come from a small town. A good archer may be from a tribal region. Without proper scouting, such children may never be noticed.

Support for athletes

A good sports system does not stop after finding talent. It must support athletes for years.

Khelo India Athletes receive support for training, equipment, medical care and monthly allowance. This can reduce pressure on families, especially those from modest backgrounds.

A small monthly allowance may not sound huge to everyone, but for a young athlete it can help with travel, diet, shoes, recovery, or local training needs.

More importantly, it sends a signal that the athlete is part of a recognized national pathway. That confidence matters.

Role of Khelo India Games

The Khelo India Games have become a major platform for young athletes.

The journey began with the Khelo India School Games in 2018. Later, it expanded into the Khelo India Youth Games, University Games, Winter Games, Para Games, Beach Games, Water Sports Festival and Tribal Games.

These events give athletes national-level competition experience before they move into bigger events. They also help coaches and selectors watch young talent in real match conditions.

A runner can train well in practice, but competition pressure is different. A boxer, swimmer, shooter, footballer or gymnast needs repeated competition to improve. Khelo India helps create that exposure.

Why the scheme is needed now

India’s sporting ambition has grown after better performances at the Olympics, Paralympics, Asian Games and Commonwealth Games.

But if India wants to become a top sporting nation, it cannot depend only on a few exceptional athletes. It needs a deeper system.

The current need is clear. India must build more local facilities, improve coaching quality, support women athletes, include para athletes, strengthen sports science, and give children more chances to compete.

Khelo India also supports rural, indigenous and tribal games. This is important because India’s sporting culture is not limited to Olympic sports. Traditional games can build strength, agility, discipline and local pride.

Comparison with other sports programmes

Khelo India works alongside other sports programmes, not against them.

The Target Olympic Podium Scheme, or TOPS, supports elite athletes who are closer to Olympic and Paralympic success. It helps with foreign training, equipment, coaching, international exposure and financial assistance.

Khelo India is broader and more grassroots-focused. It is about building the base of the sports pyramid.

Think of it this way. Khelo India helps find and develop young athletes. TOPS helps top athletes prepare for global medals. Both are needed.

Conclusion with key takeaways

The expanded Khelo India Scheme with a reported Rs. 36,441 crore outlay is a major push for India’s sports development. It shows that sports is now being treated as part of national growth, youth development and future global competitiveness.

The scheme’s real value will be seen when more children from ordinary families get access to coaching, facilities and competitions. India has talent. The challenge is to find it early, support it patiently and help it grow.

Key takeaways –

• The Cabinet has reportedly approved the expanded Khelo India Scheme with Rs. 36,441 crore outlay.
• Khelo India focuses on grassroots sports, infrastructure, talent identification and athlete support.
• The scheme has already helped build Khelo India Centres, academies and sports infrastructure projects.
• It supports youth games, university games, para sports, winter sports, beach sports, tribal games and water sports.
• The expanded scheme can help India build a deeper talent pipeline for future global events.

Facts Input- ET, PIB-Gov, PIB-Gov

India’s energy needs are rising every year, and the country still depends heavily on imported crude oil and gas. This makes global price shocks, shipping risks and geopolitical tensions a serious concern for the economy.

To reduce this pressure, the Union Cabinet has reportedly approved the Rs. 84,084 crore “Samudra Manthan” scheme, formally linked with the National Offshore Exploration Scheme. The plan is aimed at pushing deepwater and ultra-deepwater oil and gas exploration in Indian offshore areas.

Through this scheme, India wants to search deeper under its seas, find more domestic oil and gas reserves, attract global energy companies, and reduce import dependence over the long term.

What is the Samudra Manthan scheme

Samudra Manthan is a large offshore exploration push for oil and gas.

Offshore exploration means searching for hydrocarbons under the seabed. These resources may be in shallow water, deepwater or ultra-deepwater areas. Deepwater exploration is harder and costlier because companies need advanced ships, rigs, seismic surveys, drilling technology and strong risk-taking capacity.

According to reports, the scheme has been approved with a total outlay of Rs. 84,084 crore. It is expected to run over five years and support large-scale offshore exploration work, including seismic surveys, drilling and shared offshore infrastructure.

In simple words, India is preparing to invest serious money to understand what lies under its seas and whether those resources can be developed commercially.

Why India needs this scheme now

India imports a major part of its crude oil requirement. This makes the country vulnerable when global oil prices rise or when supply routes face disruption.

For a normal household, this can show up as higher petrol, diesel, LPG or transport costs. For the government, it can widen the import bill and put pressure on the rupee. For businesses, it can increase logistics, power and production costs.

The Middle East remains an important energy region, and any instability there can affect global oil markets. This is one reason India is trying to strengthen domestic energy security.

Samudra Manthan is part of that larger thinking. Even if India cannot become fully self-reliant in oil and gas quickly, every additional domestic discovery can reduce pressure.

What the government wants to achieve

The main aim is to increase domestic oil and gas exploration, especially in offshore basins that have not been studied enough.

Reports suggest the scheme may target reserve addition of more than 600 million metric tonnes of oil equivalent. Oil equivalent is a common way to combine oil and gas resources into one measurement.

The programme is also expected to raise the pace of exploratory drilling. Earlier reporting on the mission suggested India wants to move from around 30 exploratory wells a year to nearly 100 wells annually over a five-year period, with a stronger focus on deepwater areas.

This matters because exploration is a numbers game. More surveys and more wells increase the chance of finding commercially useful reserves.

How offshore exploration works

Before a company drills in the sea, it first studies the geology of the area.

The first step is usually seismic surveying. Special ships send sound waves below the seabed and record the signals that bounce back. This helps geologists understand underground rock structures.

If the data looks promising, companies drill exploratory wells. These wells are drilled to check whether oil or gas is actually present.

If hydrocarbons are found, more testing is done. Only after that can a company decide whether commercial production makes sense.

This entire process can take years. It is expensive, risky and technically difficult. Many wells do not lead to commercial discoveries. That is why government support can help reduce risk for investors.

Why deepwater exploration is difficult

Deepwater oil and gas projects are not like drilling a simple well on land.

The water is deeper, weather risks are higher, equipment is expensive, and safety standards are strict. Companies also need advanced rigs, trained teams and global technical experience.

For example, drilling a deepwater well can cost much more than drilling onshore. If the well does not find commercial reserves, that money is still gone.

This is why India wants to attract global energy companies with deepwater experience. Companies such as ExxonMobil, BP, Shell, TotalEnergies, Chevron and others have worked on complex offshore projects in different parts of the world.

Indian public sector companies like ONGC and Oil India also play an important role, but deepwater exploration often benefits from international partnerships and technology sharing.

Future effects on India’s energy security

If Samudra Manthan succeeds, its biggest impact will be on energy security.

India may be able to add new domestic oil and gas reserves. This can reduce some import dependence and improve supply confidence.

It can also help India during global crises. If international prices rise sharply, domestic production can offer some cushion. It may not fully protect the economy, but it can reduce exposure.

Natural gas discoveries can also support India’s plan to increase gas use in the energy mix. Gas is used in power, fertilisers, city gas distribution, industries and transport.

Future effects on jobs and industry

A scheme of this size can support a large ecosystem beyond oil companies.

Offshore exploration needs survey vessels, rigs, engineering services, ports, logistics, subsea equipment, safety systems, data analytics, marine services and skilled workers.

This can create opportunities for Indian companies in manufacturing, ship services, drilling support, software, data interpretation and engineering.

For example, a company that makes offshore valves, cables, sensors or control systems may benefit if more exploration projects begin. Ports and coastal service providers may also see more work.

The scheme can also help skilled workers such as geologists, petroleum engineers, marine engineers, data scientists, rig workers and safety professionals.

What it means for private companies

India has been trying to bring more private and foreign participation into exploration.

The reason is simple. Exploration needs money and risk appetite. Public sector companies cannot carry the entire burden alone.

Samudra Manthan may encourage private companies by reducing some early-stage risk and creating better infrastructure. If the government supports seismic data, shared facilities or policy clarity, investors may feel more confident.

However, private players will still look closely at commercial terms, pricing freedom, approvals, taxes, environmental rules and contract stability.

Competitors and global context

India is not alone in trying to secure energy resources.

Countries like China, Brazil, the US, Norway, Guyana and several Gulf nations are active in offshore oil and gas. Brazil and Guyana, in particular, have shown how major offshore discoveries can change a country’s energy profile.

India’s challenge is different. It has large energy demand but limited domestic production compared with its needs. That makes offshore exploration important, but also urgent.

At the same time, India is also investing in renewables, green hydrogen, ethanol blending and electric mobility. Samudra Manthan does not replace clean energy. It works alongside it because India’s energy transition will take time.

Challenges to watch

The scheme is ambitious, but success is not guaranteed.

1. The first challenge is geological risk. Even after expensive surveys, drilling may not find commercial oil or gas.
2. The second challenge is cost. Deepwater exploration needs large capital and long timelines.
3. The third challenge is environment and safety. Offshore drilling must follow strict standards to avoid accidents and protect marine ecosystems.
4. The fourth challenge is execution speed. Approvals, contracting, rig availability and coordination between agencies can slow projects if not managed well.
5. The fifth challenge is global energy transition. Investors will compare oil and gas projects with cleaner energy opportunities. India will need to balance energy security with climate goals.

Conclusion with key takeaways

The Rs. 84,084 crore Samudra Manthan scheme is a major step in India’s attempt to strengthen domestic oil and gas exploration. Its focus on offshore, deepwater and ultra-deepwater areas shows that the government wants to unlock resources that have remained underexplored for years.

The scheme is needed because India’s energy demand is rising, while import dependence remains high. If it works well, it can improve energy security, attract investment, create jobs, support Indian industry and reduce some pressure from global oil shocks.

Still, this is a long-term bet. Offshore exploration takes time, money and patience. The real results will depend on discoveries, policy stability, technology partnerships and careful execution.

Key takeaways –

• The Union Cabinet has reportedly approved the Rs. 84,084 crore Samudra Manthan scheme.
• The scheme aims to boost offshore oil and gas exploration in India.
• It will focus on deepwater and ultra-deepwater areas.
• The larger purpose is to improve energy security and reduce import dependence.
• The scheme may support jobs, investment, marine services, engineering and domestic energy production.

Facts Input- PMIndia, ET

Motorola has launched the Moto Pad 70 Groove in India, and this tablet is clearly not trying to be just another slim Android tablet. Its biggest highlight is sound. The device comes with a 9-unit JBL Pro speaker system, dedicated bass units and Dolby Atmos support.

That makes the Moto Pad 70 Groove interesting for users who watch a lot of movies, attend online classes, listen to music, or want a tablet that can also work like a small entertainment screen at home.

The tablet is priced at Rs. 36,999 for the 8GB RAM and 256GB storage variant. Motorola is also offering a Rs. 3,000 bank discount, which can bring the effective price lower for eligible buyers. Sales will start from 7 August 2026 through Flipkart, Motorola.in and retail stores and you can see price variations on different platforms so you need to check the effective price before buying the Moto pad.

Moto Pad 70 Groove specs in simple words

The Moto Pad 70 Groove has a 12.1-inch 2.5K LCD display with 2560 x 1600 resolution. It supports a 120Hz refresh rate, Dolby Vision, HDR10, DCI-P3 colour range and up to 800 nits brightness in High Brightness Mode.

For normal users, this means the screen should feel sharp, smooth and bright enough for indoor entertainment, study, browsing and video calls.

The tablet runs on the MediaTek Dimensity 7400 processor. This chip should be fine for streaming, multitasking, online classes, light gaming and daily productivity. It is not a hardcore gaming tablet, but it is powerful enough for most regular tablet users.

You get 8GB RAM and 256GB storage, with microSD card support up to 2TB. This is useful for people who download movies, store study material, keep PDFs, or use the tablet for media-heavy work.

The battery is a large 10,200mAh unit. Motorola claims up to 15 hours of YouTube streaming. The tablet supports 45W TurboPower charging, and the company says 10 minutes of charging can add up to two hours of usage.

The big attraction is JBL audio

The Moto Pad 70 Groove’s main selling point is its audio setup.

It has a 9-unit JBL Pro speaker system with 4 tweeters, 3 woofers and 2 passive radiators. In simple terms, tweeters handle sharper high sounds, woofers help with deeper sound, and passive radiators improve bass feel.

This is not common in tablets. Most tablets come with two or four speakers. Motorola is trying to make the Pad 70 Groove feel closer to a portable speaker and tablet in one device.

The tablet also supports Dolby Atmos, Hi-Res Audio and Hi-Res Audio Wireless. For users who watch web series, sports, YouTube videos or music concerts, this can be a major reason to consider it.

Design and kickstand

The Moto Pad 70 Groove has an all-metal design and comes in Pantone Blue Surf colour. It is slim at 6.8mm in the main body, but the speaker bump is much thicker at 22.7mm. The tablet weighs around 775 grams.

That means it is not the lightest tablet to hold for long reading sessions. It is better suited for table use, couch use, video calls, movies and hands-free viewing.

Motorola has added a 360-degree Kickstand 2.0. It supports Lean, Stand, Theatre and Hanging modes. This is practical because the tablet is clearly made for media use. You can keep it on a table while cooking, studying, attending a call, or watching a match.

Software and AI features

The Moto Pad 70 Groove runs Android 16. Motorola is promising OS upgrades up to Android 18 and four years of security updates.

It also includes Google Gemini, Circle to Search, Smarter Reader, AI Writing Tools and AI Notes. These features can help students summarize notes, search directly from the screen, write drafts, translate content and organize study material.

Smart Connect is also included, which helps with file sharing, screen mirroring and continuity across Motorola devices.

Camera and connectivity

The tablet has a 13MP autofocus rear camera and an 8MP fixed-focus front camera. Tablet cameras are usually not made to replace phone cameras, but the front camera should be useful for online classes, work calls and video chats.

For connectivity, it supports Wi-Fi 6, Bluetooth 5.4 and USB Type-C 2.0. There is no headphone jack. It has two microphones and a microSD slot.

Who should buy Moto Pad 70 Groove

The Moto Pad 70 Groove is best for entertainment-first users.

If you watch a lot of movies, YouTube, OTT content, lectures or sports, the large display and JBL speaker system make sense. It is also useful for students who want one device for classes, notes, reading and videos.

It can also suit families. One tablet can be used for online classes in the morning, recipes in the kitchen, video calls in the evening and movies at night.

It may also work well for people who do not want to buy a separate Bluetooth speaker for home use. The speaker setup is the main reason to choose this tablet over many regular Android tablets.

Competitors

The closest competitor is the Lenovo Tab Plus Gen 2, which has a similar entertainment-first personality and JBL speaker focus. Since Lenovo and Motorola are under the same parent company, the two products feel closely related.

Other alternatives include Samsung Galaxy Tab S10 FE, OnePlus Pad series, Xiaomi Pad models and Lenovo tablets in the same price range. Samsung may appeal more to users who want a stronger ecosystem and software polish. OnePlus and Xiaomi may attract buyers looking for performance and value. Lenovo is strong for entertainment tablets.

The Moto Pad 70 Groove stands out mainly because of its 9-speaker JBL audio setup and built-in kickstand design.

Conclusion with key takeaways

The Moto Pad 70 Groove is not trying to be the thinnest or most powerful tablet in the market. Its purpose is clear. It is made for users who care about sound, display, battery and hands-free entertainment.

At Rs. 36,999, it will appeal most to people who want a tablet for movies, music, online classes, family use and casual productivity. The 10,200mAh battery, 12.1-inch 2.5K display, JBL 9-speaker system and Android 16 software make it a strong entertainment-focused option.

Key takeaways –

• Moto Pad 70 Groove is priced at Rs. 36,999 for 8GB RAM and 256GB storage.
• It comes with a 12.1-inch 2.5K LCD display and 120Hz refresh rate.
• The biggest highlight is its 9-unit JBL Pro speaker system with Dolby Atmos.
• It has a 10,200mAh battery with 45W TurboPower charging.
• It is best for entertainment, students, online classes, video calls and family use.

Facts Input- Moto

India’s IT job market is changing quickly. A few years ago, knowing basic coding or one programming language was often enough to enter the industry. Today, companies want people who can solve real problems using AI, cloud, data, cybersecurity and automation.

This does not mean beginners have no chance. In fact, the opposite is true. The demand for skilled tech workers is growing, but employers are becoming more selective. They want people who can learn fast, build projects, understand business needs and work with modern tools.

According to the India Skills Report 2026, AI, data analytics, cloud computing and cybersecurity are among the most in-demand skills in India. NIIT’s India Skills Gap Report 2026 also found that digital, data and cybersecurity skills are becoming core capabilities for future jobs.

Artificial Intelligence and Machine Learning

AI is now the most talked-about skill in technology, but it is not only about building chatbots. Companies are using AI for customer support, fraud detection, medical diagnosis, supply-chain planning, marketing, finance and software development.

Machine learning is a part of AI where systems learn from data and improve their output over time. For example, a bank may use machine learning to detect unusual transactions. An e-commerce company may use it to recommend products. A hospital may use AI tools to read scans faster.

For beginners, the best path is to start with Python, basic statistics, data handling and simple machine learning projects. After that, they can move toward generative AI, large language models, model evaluation and AI ethics.

Useful roles include AI engineer, machine learning engineer, AI product analyst, prompt engineer and data scientist.

Data Analytics and Data Science

Every company has data, but not every company knows how to use it well. That is why data analytics is one of the strongest IT skills in demand in India.

Data analysts help businesses understand what is happening. They study sales numbers, customer behaviour, website traffic, product usage and financial patterns. A simple example is a food delivery company checking which locations order more during weekends, then planning discounts or delivery staff accordingly.

A beginner can start with Excel, SQL, Power BI or Tableau, and basic Python. For more advanced roles, learning statistics, machine learning and data engineering becomes useful.

Good roles include data analyst, business analyst, data scientist, BI analyst and analytics consultant.

Cloud Computing

Cloud computing means using remote servers instead of only local computers or office servers. Companies use cloud platforms to run apps, store data, manage websites, process payments and scale services during peak demand.

In India, cloud skills are needed across IT services, startups, banks, telecom companies, healthcare firms and global capability centres. Platforms like AWS, Microsoft Azure and Google Cloud are widely used.

For example, an online shopping app may get normal traffic on most days, but traffic may jump during a festival sale. Cloud systems help the company handle that extra load without buying permanent hardware for short-term demand.

Beginners can learn cloud basics, networking, Linux, storage, databases and one major cloud platform. Certifications can help, but real projects matter more.

Cybersecurity

Cybersecurity has become a board-level concern, not just an IT department topic. As companies use more cloud platforms, AI tools, digital payments and remote work systems, the risk of cyberattacks also increases.

The Indian Express reported findings from a DSCI and SANS Institute study showing that many Indian enterprises face a shortage of qualified cybersecurity talent. This shortage makes cybersecurity one of the most practical career paths for students and working professionals.

Cybersecurity includes protecting networks, apps, cloud systems, data and user identities. For example, if a fintech app handles customer bank details, it needs strong security testing, access control, encryption and monitoring.

Important skills include network security, ethical hacking, cloud security, application security, incident response and governance, risk and compliance.

DevOps and Automation

DevOps is the practice of bringing software development and IT operations closer. In simple words, it helps companies build, test and release software faster and more reliably.

Earlier, developers wrote code and operations teams handled deployment separately. This often caused delays. DevOps uses automation tools so updates can move smoothly from development to production.

For example, a mobile app company may release new features every week. DevOps helps test and deploy those changes without breaking the app for users.

Important tools include Git, Docker, Kubernetes, Jenkins, Terraform, Linux and cloud platforms. DevOps is especially useful for people who enjoy both coding and system management.

Full-Stack Development

Full-stack development is still one of the most useful IT skills in India. A full-stack developer can work on both the front end and back end of an application.

The front end is what users see, such as buttons, forms and pages. The back end handles logic, databases, login systems, payments and server-side work.

For example, in a job portal, the front end shows job listings and application forms. The back end stores resumes, matches job searches and sends notifications.

Popular skills include HTML, CSS, JavaScript, React, Node.js, Java, Python, databases and APIs. Beginners often like this path because they can build visible projects quickly.

Mobile App Development

India is a mobile-first country. People use mobile apps for banking, shopping, learning, travel, entertainment, food delivery, investments and healthcare.

This keeps mobile app development in demand. Android remains especially important in India because of its large user base. iOS skills are also valuable, especially for premium consumer apps and global products.

Developers can learn Kotlin or Java for Android, Swift for iOS, or cross-platform tools like Flutter and React Native.

A practical project could be a personal finance app, local delivery app, fitness tracker or student attendance app. Such projects help beginners show real ability.

UI and UX Design With Product Thinking

UI means user interface, while UX means user experience. In simple words, UI is how an app looks, and UX is how easy it feels to use.

This skill is becoming more important because Indian users now expect simple, fast and polished digital products. A banking app, for example, may have strong technology behind it, but if users cannot find the “pay” button easily, the product fails.

Good UI and UX designers understand design tools, user research, wireframes, accessibility and product flow. Figma is widely used in this field.

This is a good path for people who enjoy both creativity and problem-solving.

Software Testing and Quality Engineering

Testing is often underrated, but it is a serious IT career. Every app, website or enterprise system must be tested before users depend on it.

Modern testing is not only manual clicking. It includes automation testing, performance testing, API testing, security testing and mobile testing.

For example, if a stock trading app slows down during market hours, users can lose money. Quality engineers help prevent such failures.

Useful tools include Selenium, Playwright, Postman, JMeter, Cypress and basic programming.

Blockchain and Web3 Skills

Blockchain is not as loudly hyped as it was earlier, but it still has demand in finance, supply chain, digital identity, smart contracts and tokenization.

A blockchain developer may build smart contracts, decentralized applications or secure transaction systems. However, this field is more specialized than web development or data analytics.

Beginners should first learn programming, cryptography basics and how blockchain systems work. Solidity, Ethereum, smart contracts and Web3.js are common starting points.

How beginners should choose the right skill

Do not choose a skill only because it is trending. Choose based on your interest and working style.

If you like maths and patterns, data science or AI may suit you. If you enjoy building apps, choose full-stack or mobile development. If you like problem-solving and security puzzles, cybersecurity may be a good fit. If you enjoy systems and automation, DevOps can be strong.

The smartest approach is to build projects. A certificate helps, but a working project speaks louder. Build a dashboard, small app, chatbot, cloud deployment, security lab or automation script. Then explain what problem it solves.

Conclusion with key takeaways

The top IT skills in demand in India are shifting toward AI, data, cloud, cybersecurity, DevOps, full-stack development and product-focused digital skills. The best part is that beginners can still enter these fields if they learn step by step and build practical projects.

Key takeaways –

1. AI and machine learning are becoming important across industries.
2. Data analytics helps companies make better business decisions.
3. Cloud computing is essential for modern apps and enterprise systems.
4. Cybersecurity demand is rising because digital risks are increasing.
5. Full-stack, mobile, DevOps and testing skills remain strong career options.

India’s private space sector has just crossed a small but meaningful milestone. Hyderabad-based spacetech startup TakeMe2Space has said its PowerBank-50 satellite battery has earned “flight heritage” after operating in space.

For people outside the space industry, this phrase may sound technical. But in simple words, flight heritage means a space component has actually flown and worked in a real mission. It is no longer just a lab-tested product. It has faced launch vibration, vacuum, radiation, temperature changes, and real orbital conditions.

That is why this update matters. PowerBank-50 is being described as India’s first commercially available, off-the-shelf satellite battery to get this status. For Indian satellite builders, universities, and startups, this can reduce dependence on expensive imported space-grade power systems.

What exactly happened

TakeMe2Space’s PowerBank-50 powered an experimental payload from Cosmoserve Space aboard Skyroot Aerospace’s Vikram-1 “Aagaman” mission.

According to reports, the battery operated at around 450 km altitude in low Earth orbit. It survived the difficult conditions of launch and space, including vibration, shock, vacuum, radiation, and temperature swings.

This successful performance helped the battery move from a ground-qualified product to a space-proven component.

That shift is important. In the satellite industry, buyers usually ask one question very early: has this component flown before? If the answer is yes, trust becomes easier.

About TakeMe2Space

TakeMe2Space is a Hyderabad-based spacetech startup founded by Ronak Kumar Samantray. The company’s own website says it was founded in 2023, while its LinkedIn profile lists 2024 as the founding year. To keep it careful, it is fair to say the company emerged around 2023-24.

The startup is building orbital infrastructure, including satellite subsystems and compute-focused satellites. Its larger idea is to make access to satellites easier for researchers, students, enterprises, and developers.

TakeMe2Space has also spoken about building data centres in space, where satellites can process data in orbit instead of sending everything back to Earth first.

What is PowerBank-50

PowerBank-50 is a compact satellite battery pack made for CubeSats and small satellites.

The company’s product page says the battery stores more than 50 Wh of energy and uses four 18650 lithium-ion cells. It includes a built-in battery management system, cell balancing, health monitoring, and heaters that help the battery survive cold conditions in space.

The battery weighs around 360-380 grams and is designed to fit CubeSat-style satellite systems. TakeMe2Space lists the product at Rs. 1,04,900, positioning it as a lower-cost option compared with many imported satellite battery systems.

A normal reader can think of it like this. A satellite’s solar panels generate power when sunlight is available. But when the satellite goes into Earth’s shadow, it still needs electricity to keep working. The battery stores energy and keeps the satellite alive during those dark periods.

If the power system fails, the mission can fail. That is why satellite batteries are treated as safety-critical components.

What does flight heritage mean

Flight heritage means a product has been used in an actual space mission and has performed as expected.

Ground testing is important, but space is different. A satellite component must survive the violent shaking of launch, then work in vacuum, radiation, and extreme temperatures. Some parts may work perfectly on Earth but fail in orbit.

Flight heritage gives confidence to satellite builders, launch companies, investors, and insurers.

For example, if a university is building a CubeSat, it may hesitate to use a completely new battery. If that battery has already worked in orbit, the risk feels lower. The same applies to startups building commercial satellites. They want parts that are proven, not just promised.

This is why TakeMe2Space’s achievement is more than a product update. It removes a trust barrier.

Why this matters for India

India has strong space capability through ISRO, but the private space ecosystem is still young. Many startups are now building satellites, launch vehicles, sensors, propulsion systems, communication tools, and data platforms.

These companies need reliable local suppliers.

If every critical component has to be imported, missions become costlier and slower. Imported parts can also involve long waiting periods, export restrictions, and currency costs.

A locally available satellite battery with flight heritage can help Indian companies build faster and cheaper. It may also help colleges, research labs, and early-stage startups attempt small satellite missions without depending fully on foreign hardware.

This fits into India’s larger push for self-reliance in space technology.

Why batteries are so important in satellites

A satellite battery is not like a power bank used for phones. It has to work in a much harsher environment.

In low Earth orbit, a satellite may move between sunlight and darkness many times a day. That means the battery keeps charging and discharging repeatedly. It must handle heat, cold, radiation, and long mission life.

It also has to be safe. Battery failure in space can damage other systems or end the mission.

This is why satellite manufacturers care about battery management systems. These systems monitor battery health, control charging, balance cells, and protect the battery from unsafe conditions.

PowerBank-50’s success shows that Indian startups can build such mission-critical subsystems, not only software or ground applications.

Competitors and market view

TakeMe2Space is entering a global market where several established companies already sell satellite power systems.

International names such as Saft, GomSpace, EnduroSat, AAC Clyde Space, and other CubeSat component suppliers have experience in satellite batteries and power subsystems. Many global buyers prefer products that already have strong mission history.

That is why flight heritage is so valuable. It helps a newer Indian supplier stand closer to global competition.

TakeMe2Space’s advantage may be local availability, lower cost, faster procurement, and India-made engineering. But to grow globally, it will still need consistent reliability across more missions, strong documentation, and customer trust.

What this means for startups and universities

This development can be especially useful for small satellite teams.

A university building a student satellite may not have the budget for expensive imported components. A startup building an earth observation or communication satellite may want to test hardware quickly without waiting months for procurement.

An off-the-shelf Indian battery can reduce that friction.

It can also encourage more experimentation. If hardware becomes more accessible, more teams can build, test, fail, improve, and try again. That is how a strong space ecosystem grows.

The road ahead

Flight heritage is a strong first step, but the real journey starts now.

TakeMe2Space will need to prove that PowerBank-50 can perform across different missions, satellite types, and operating conditions. More flights will build deeper trust.

The company may also need to expand its power product line for larger satellites, longer missions, and different power needs.

Still, this is an encouraging signal. Indian spacetech is moving beyond launch announcements and funding stories. It is now producing components that can actually work in orbit.

Conclusion with key takeaways

India’s first homegrown satellite battery earning flight heritage is a meaningful moment for the country’s private space sector. TakeMe2Space’s PowerBank-50 has shown that an Indian-made, commercially available satellite battery can perform in real orbital conditions.

The milestone matters because space hardware buyers value proof. Once a component has flown and worked, it becomes easier for others to trust it.

Key takeaways –

• TakeMe2Space’s PowerBank-50 has earned flight heritage after operating in space.
• It powered Cosmoserve Space’s experimental payload aboard Skyroot Aerospace’s Vikram-1 “Aagaman” mission.
• Flight heritage means a component has been tested in a real space mission, not only in a lab.
• The battery stores more than 50 Wh of energy and is aimed at CubeSats and small satellites.
• The achievement can help Indian startups, universities, and satellite makers access locally available space-proven power hardware.

Facts Input- ET, ToI, TM2Space

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 telecom journey is moving into a new phase. The country has already become one of the world’s biggest mobile and internet markets. Now the bigger question is whether India can also build the core technologies that will power future communication networks.

That is why the new Centre of Excellence at IISc Bengaluru matters. The Centre for Development of Telematics, or C-DOT, has signed a tripartite agreement with the Indian Institute of Science, Bengaluru, and the Foundation for Science Innovation and Development, or FSID, to set up a C-DOT Centre of Excellence.

According to the reports, the CoE has been established at FSID, IISc Bengaluru. Its purpose is to support indigenous telecom research, innovation, capacity building, and commercialization of advanced communication technologies.

Why this partnership was needed

Telecom is no longer just about making phone calls or browsing the internet.

Today, telecom networks support digital payments, hospitals, online education, smart factories, transport systems, defence communication, public services, and business operations. If these networks are weak, unsafe, or fully dependent on imported technology, the risk becomes much bigger.

India needs trusted, locally built communication technologies. This does not mean India will stop working with global companies. It means the country must build its own research strength, intellectual property, skilled talent, and secure telecom products.

That is where this C-DOT and IISc partnership becomes important.

C-DOT brings decades of telecom R&D experience. IISc brings deep academic and engineering strength. FSID helps connect research with industry, startups, and commercial use. Together, they can create a stronger bridge between lab research and real telecom products.

What the new Centre of Excellence will focus on

The CoE will work on advanced communication technologies that are important for India’s digital future.

Its focus areas include wireless communication, quantum technologies, cybersecurity, and AI-driven communication systems. It will also work on emerging areas such as 5G Advanced, 6G technologies, very large-scale MIMO systems, integrated sensing and communication, AI-native communication networks and devices, and quantum and post-quantum communication technologies.

Some of these terms may sound heavy, but the idea is simple.

5G Advanced and 6G are the next stages of mobile networks. They will need faster speeds, lower delay, better reliability, and smarter network management.

Very large-scale MIMO uses many antennas to improve network capacity and coverage.

Integrated sensing and communication means future networks may not only send data, but also help sense movement, location, and surroundings.

Post-quantum communication focuses on keeping data safe from future cyber risks, including risks that may come from powerful quantum computers.

These are not short-term experiments. They are long-term building blocks for future telecom systems.

How India may benefit

The Centre of Excellence can help India in several practical ways.

1. First, it can support indigenous technology development. India can create more local telecom solutions instead of depending only on foreign technology.
2. Second, it can help generate intellectual property. Patents and original designs matter because they give India a stronger voice in global telecom standards.
3. Third, it can train skilled researchers and engineers. Future telecom will need people who understand wireless systems, AI, cybersecurity, quantum communication, hardware, and software together.
4. Fourth, it can support deep-tech startups. Many startups have strong ideas but need technical guidance, testing support, research access, and industry connections. A CoE at IISc can help some of these startups move closer to commercial products.

Why 6G and AI matter here

India has already rolled out 5G services at scale. But technology moves fast, and the world is already preparing for 6G.

6G may support smart cities, connected machines, industrial automation, satellite-linked networks, advanced robotics, and real-time digital services. AI will also become a deeper part of telecom networks.

For example, AI can help a network detect faults before users face problems. It can shift traffic during congestion. It can improve security by spotting unusual patterns. It can also help operators reduce downtime and manage complex systems with less manual work.

If India wants to be ready for this future, research has to start now. Waiting until 6G becomes commercial would be too late.

Why cybersecurity is central

Telecom security is a national priority because communication networks carry sensitive data.

A weak network can affect banks, businesses, government systems, emergency services, and ordinary users. With more connected devices entering homes, cars, offices, factories, and public systems, the attack surface is also increasing.

That is why the CoE’s focus on cybersecurity and quantum-secure communication is important.

Post-quantum security may sound futuristic, but it is a serious research area. It prepares systems for a time when quantum computers may become powerful enough to break some present-day encryption methods.

For a country like India, building this expertise early can help protect future digital infrastructure.

C-DOT’s growing CoE network

The IISc Bengaluru centre is not C-DOT’s first such initiative. Report confirms that C-DOT has now established five Centres of Excellence.

The earlier centres were set up through collaborations with IIT Hyderabad, IIT Kanpur, IIT Gandhinagar, and IIT Roorkee. The IISc partnership adds another strong research institution to this national telecom innovation network.

This matters because telecom research cannot be done from one place alone. India needs multiple research hubs working on different parts of the future telecom stack.

Each institution can bring its own strength. Some may focus on wireless systems. Some may work on hardware, security, chips, AI, or quantum communication. Together, they can create a wider national ecosystem.

Competitors and global context

This is not a normal company-versus-company story. The real comparison is with countries and global technology players investing in next-generation telecom.

The US, China, South Korea, Japan, Finland, and the European Union are all working on 6G and advanced telecom research. Companies such as Ericsson, Nokia, Samsung, Huawei, Qualcomm, and others are also active in future network technologies.

India has a large telecom market, strong software talent, respected institutions like IISc and IITs, and growing policy support. But to compete globally, India needs more original research, more patents, and stronger industry-academia collaboration.

The C-DOT-IISc-FSID Centre of Excellence is one step in that direction.

Conclusion with key takeaways

The new C-DOT Centre of Excellence at FSID, IISc Bengaluru is an important move for India’s telecom future. It brings together government R&D, academic strength, and industry-linked innovation under one platform.

The partnership is needed because future telecom will be more complex, more strategic, and more security-sensitive. India cannot remain only a large user of telecom technology. It must become a builder of trusted, advanced, and globally relevant telecom systems.

Key takeaways –

• C-DOT has signed a tripartite agreement with IISc Bengaluru and FSID.
• The C-DOT Centre of Excellence has been established at FSID, IISc Bengaluru.
• The CoE will focus on wireless communication, 5G Advanced, 6G, AI-driven networks, cybersecurity, quantum technologies, and post-quantum communication.
• This is C-DOT’s fifth Centre of Excellence after IIT Hyderabad, IIT Kanpur, IIT Gandhinagar, and IIT Roorkee.
• The centre aims to support indigenous R&D, intellectual property, deep-tech startups, skilled talent, and commercialization of advanced telecom technologies.

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

Anicut Capital has launched a new Rs. 175 crore early-stage fund, giving India’s young startup ecosystem another pool of patient capital at a time when founders are becoming more careful about growth, costs, and profitability.

The fund is called Grand Anicut Seed Fund, or GASF. It is Anicut’s second early-stage fund and will focus on startups in consumer, enterprise technology, deep tech, and financial services. According to reports, the fund is nearing its first close after securing Rs. 65 crore from existing investors, mainly high-net-worth individuals.

For early-stage founders, this fund comes at an interesting time. The easy-money phase of startup funding is over. Investors now want stronger business models, better unit economics, and founders who can build with discipline. Anicut’s new fund seems built for exactly that kind of market.

Anicut Capital and its journey

Anicut Capital began its journey in 2015. The firm was founded by Ashvin Chadha and IAS Balamurugan, and started with a focus on private credit for growing Indian companies.

Over the years, Anicut has expanded into seed investments, growth equity, private credit, and late-stage equity. Its official website says the firm manages more than Rs. 3,500 crore in assets across different investment strategies.

The firm is known for backing companies across consumer, technology, food, finance, aerospace, and lifestyle sectors. Its portfolio has included names such as Agnikul Cosmos, Neeman’s, Blue Tokai, GalaxEye, The ePlane Company, ShareChat, Wow! Momo, SUGAR Cosmetics, and Bira 91.

That mix explains why Anicut is not positioning itself as a narrow tech-only investor. It appears more interested in businesses that can scale with strong fundamentals.

What the new Rs. 175 crore fund will do

The Grand Anicut Seed Fund will invest in around 20 startups. These companies will be at the pre-seed to Series A stage.

In simple words, the fund will support startups that are still young, but not always at the idea stage. Some may already have a product in the market. Some may have early customers. Some may be solving a difficult technology problem that needs capital before revenue becomes large.

The fund is expected to write cheques between Rs. 5 crore and Rs. 8 crore. This is meaningful money for a young startup. It can help a founder build the first team, improve the product, test customer demand, enter new markets, or prepare for a larger institutional funding round.

The fund also has a greenshoe option of Rs. 75 crore. A greenshoe option simply means the fund may raise extra capital beyond its original target if investor demand is strong.

Where the money will go

Anicut plans to invest in four broad areas.

1. The first is consumer startups. These may include brands selling food, fashion, beauty, wellness, lifestyle, personal care, home products, or new-age services. India’s consumer market is changing fast, especially as smaller cities buy more online and discover more branded products.
2. The second is enterprise technology. These are companies that sell software or technology tools to other businesses. For example, a startup may build software for accounting, supply-chain management, sales teams, factories, hospitals, or banks.
3. The third is deep tech. This is a more complex area. It includes startups working on serious engineering or science-led ideas such as space technology, drones, robotics, advanced manufacturing, climate technology, semiconductors, or AI-led infrastructure. These companies often need patient investors because product development can take longer.
4. The fourth is financial services. This may include fintech companies working on lending, payments, wealth, insurance, compliance, credit scoring, or tools for small businesses.

Why the fund matters for founders

Early-stage capital can be the difference between a strong idea staying small and becoming a real company.

For example, a deep-tech startup building a drone component may need money for research, testing, hiring engineers, and certifications before it can sell at scale. A consumer brand may need capital for packaging, inventory, distribution, marketing, and retail partnerships. A fintech startup may need to build secure technology and meet regulatory requirements before reaching customers.

In each case, the founder needs more than money. They need guidance, networks, and follow-on investor access.

Anicut’s seed fund page says its early-stage approach includes mentoring, monitoring, and connecting founders with business and capital networks. That matters because a first-time founder may know the product deeply but still need help with hiring, pricing, finance, legal structure, or fundraising.

The aim behind the fund

The main aim of Anicut Capital’s Rs. 175 crore fund is to back strong founders early and help them move from the “0 to 1” stage.

This phrase is common in startup investing, but the meaning is simple. It refers to the difficult early phase where a startup goes from an idea or early product to a working business with customers, revenue, and a clearer path.

Anicut partner Ajay Anand told ToI that the second fund aims to build on the firm’s earlier strategy by supporting founders with both capital and strategic help as they create new categories and long-term businesses.

The fund has already started deploying money and has closed three investments, all led by Anicut. That shows the fund is not only a plan on paper. It is already active in the market.

Competitors and market landscape

Anicut will compete with several early-stage investors in India.

Funds such as Blume Ventures, India Quotient, Titan Capital, 100X.VC, Together Fund, Arkam Ventures, Venture Highway, and early-stage arms of larger firms like Accel, Peak XV Partners, Lightspeed, and Matrix Partners India are active in this space.

Each investor has a slightly different style. Some focus more on software. Some like consumer brands. Some invest very early with smaller cheques. Others prefer startups that already have strong traction.

Anicut’s edge may come from its multi-asset experience. Since it works across debt, seed, growth equity, and late-stage investments, it can understand startups at different points of their journey. That can be useful for founders who may need different kinds of capital as they grow.

Still, the market is crowded. To stand out, Anicut will need to show that its portfolio companies can raise follow-on capital, grow sustainably, and build durable businesses.

What this says about India’s startup mood

The launch of this fund also tells us something about India’s startup market in 2026.

Investors are still interested in startups, but they are more selective. The focus has moved away from growth at any cost. Founders are now expected to show clearer revenue, better margins, and a practical plan for survival.

This is healthier for the ecosystem. It may reduce hype, but it can also create stronger companies.

A Rs. 175 crore fund may not sound huge when compared with billion-dollar global funds. But for early-stage Indian startups, it can still have real impact. If the fund backs around 20 companies with focused cheques, it can help a meaningful group of founders build from the ground up.

Conclusion with key takeaways

Anicut Capital’s Rs. 175 crore Grand Anicut Seed Fund arrives at a time when India’s startup ecosystem is becoming more mature and more careful.

The fund will target young companies in consumer, enterprise technology, deep tech, and financial services. With planned cheque sizes of Rs. 5 crore to Rs. 8 crore, it can give early founders enough room to build products, hire teams, and find stronger market fit.

For Anicut, this is also a deeper push into early-stage investing. The firm has already built experience across private credit, seed, growth equity, and late-stage investments. Now, with GASF, it is trying to catch promising companies earlier in their journey.

Key takeaways –

• Anicut Capital has launched its second early-stage fund, Grand Anicut Seed Fund.
• The fund has a target corpus of Rs. 175 crore and a greenshoe option of Rs. 75 crore.
• It is nearing first close after securing Rs. 65 crore from existing investors.
• The fund will back around 20 startups from pre-seed to Series A.
• Focus sectors include consumer, enterprise technology, deep tech, and financial services.
• Anicut Capital was founded by Ashvin Chadha and IAS Balamurugan and began its journey in 2015.

Facts Input- ToI

India’s telecom growth is usually seen through mobile towers, 5G networks, cheap internet plans, and smartphones. But the next big shift may come from something less visible and more powerful: manufacturing.

The Department of Telecommunications, under the Ministry of Communications, and the Government of Madhya Pradesh will sign an MoU on 30 July 2026 at Vigyan Bhawan, New Delhi, to establish India’s first Telecom Manufacturing Zone, or TMZ, Phase-I, in Gwalior.

This is not just a state-level industrial project. It is a Centre-State effort to build a stronger domestic telecom manufacturing ecosystem. If the plan is executed well, Gwalior could become an important base for telecom equipment makers, technology companies, MSMEs, and startups working across India’s telecom value chain.

Why this MoU matters

The MoU will create the cooperation framework between the Department of Telecommunications and the Madhya Pradesh government for setting up the TMZ Phase-I in Gwalior.

According to the official PIB release, the signing ceremony will be attended by Union Minister for Communications and Development of North Eastern Region Shri Jyotiraditya M. Scindia, Madhya Pradesh Chief Minister Dr. Mohan Yadav, and Minister of State for Communications and Rural Development Dr. Chandra Sekhar Pemmasani, along with other dignitaries.

The presence of both central and state leadership shows that the project is being treated as a strategic manufacturing push, not just another industrial park.

The bigger aim is linked to Aatmanirbhar Bharat. In simple terms, India wants to reduce dependence on imported telecom products and build more of its own telecom equipment, components, and next-generation solutions inside the country.

What is a Telecom Manufacturing Zone

A Telecom Manufacturing Zone is a focused industrial ecosystem for telecom products and allied technologies.

Instead of companies working separately in different cities, a TMZ can bring manufacturers, suppliers, testing facilities, design teams, MSMEs, startups, and technology partners into one connected zone.

For example, one company may make telecom equipment. Another may supply parts. A startup may work on network software. A testing lab may check product quality. A small manufacturer may support packaging, tools, or components.

When all these players are near each other, the full system becomes faster and more efficient.

This is how strong manufacturing clusters work. They reduce delays, improve coordination, and help companies scale with better support around them.

Why Gwalior could benefit

Gwalior has not traditionally been seen as India’s top telecom manufacturing hub. That space has usually been associated with regions such as Noida, Chennai, Bengaluru, Hyderabad, Pune, and parts of Gujarat.

This gives Gwalior a fresh opportunity.

If the TMZ attracts serious companies and supporting infrastructure, it can help Madhya Pradesh move deeper into high-tech manufacturing. The state’s central location may also help companies serve different regions of India more easily.

For Gwalior, the future effects could be visible in jobs, skill training, logistics, local business growth, and stronger industrial identity.

A large project like this can create direct and indirect employment. Direct jobs may come in manufacturing, assembly, engineering, quality testing, operations, and management. Indirect jobs may come through transport, food services, housing, maintenance, training centres, and small local vendors.

What the TMZ aims to achieve –

The official goal is to create a world-class manufacturing ecosystem for telecom equipment and allied technologies.

That means the project is expected to support investment, innovation, indigenous design, domestic manufacturing, and development of next-generation telecom products and solutions.

This is important because telecom is no longer only about phone calls and internet speed. It now supports digital payments, online education, remote work, smart factories, connected vehicles, healthcare systems, government platforms, defence communication, and emergency services.

A stronger local telecom manufacturing base can make India’s digital backbone more secure and more reliable.

It can also help India move from being a large telecom market to becoming a telecom manufacturing and innovation hub.

Future effects on startups and MSMEs

One of the most interesting parts of this development is looking the benefits of MSMEs and startups.

A telecom manufacturing zone can help smaller companies in a practical way. Many startups have ideas, but struggle with manufacturing support, testing facilities, supply-chain partners, and market access.

If the Gwalior TMZ creates a proper ecosystem, startups may find it easier to build and test telecom products. MSMEs can also become suppliers to larger companies in the zone.

For example, a startup building low-cost rural connectivity devices may need hardware design support, small-batch manufacturing, testing, certification, and field partners. A focused telecom zone can make this journey less painful.

This can also help local entrepreneurs enter areas such as network devices, IoT hardware, optical communication products, smart city systems, and telecom software-linked hardware.

Impact on supply-chain resilience

The COVID years and global trade tensions taught companies one hard lesson: supply chains can break quickly.

Telecom equipment is critical infrastructure. If a country depends too much on imports, delays or restrictions can affect network expansion and upgrades.

The Gwalior TMZ can help India build stronger supply-chain resilience. This means India can become better prepared to handle global disruptions by making more products and components locally.

It does not mean imports will disappear overnight. Telecom manufacturing is complex, and many advanced components still need deep supplier networks. But every strong domestic cluster helps reduce pressure and improves long-term self-reliance.

Role in next-generation telecom

India is already thinking beyond 5G. Future telecom will include 6G research, advanced antennas, private networks, satellite communication, connected machines, and smart infrastructure.

A manufacturing zone can support this future if it also encourages research and design, not only assembly.

The report clearly mentions next-generation telecom products and solutions. That point matters. If India wants to become globally competitive, it must not stop at basic manufacturing. It needs design capability, innovation, testing standards, and intellectual property.

That is where Gwalior’s TMZ can become more than a factory zone. It can become a technology development centre if industry, government, universities, and startups work together.

Competitors and market view

Gwalior’s Telecom Manufacturing Zone will enter a competitive manufacturing landscape.

Within India, regions like Noida, Greater Noida, Tamil Nadu, Karnataka, Telangana, Maharashtra, and Gujarat already have stronger electronics or technology manufacturing ecosystems.

Globally, India competes with China, Vietnam, South Korea, and Taiwan in electronics and telecom manufacturing.

So Gwalior will need more than land. Investors will look for reliable power, fast approvals, skilled workers, transport connectivity, testing labs, policy clarity, and supplier depth.

If Madhya Pradesh can offer these consistently, the TMZ can become a serious long-term project. If not, companies may continue choosing established manufacturing hubs.

Challenges to watch

The project has strong promise, but its success will depend on execution.

1. The first challenge is infrastructure. Telecom manufacturing needs stable power, clean facilities, good roads, digital connectivity, and logistics support.
2. The second challenge is talent. Workers and engineers will need training in electronics manufacturing, testing, quality control, and equipment handling.
3. The third challenge is supplier development. A zone becomes powerful only when enough supporting companies grow around it.
4. The fourth challenge is value addition. India should aim not only to assemble products, but also to design, test, and manufacture important components locally.

Conclusion with key takeaways

The MoU between the Department of Telecommunications and the Government of Madhya Pradesh for India’s first Telecom Manufacturing Zone at Gwalior could become an important step in India’s telecom manufacturing journey.

The project is expected to support domestic manufacturing, attract investment, encourage innovation, help startups and MSMEs, create employment opportunities, and strengthen India’s telecom supply chain.

The idea is promising. The real test will be how quickly the framework turns into factories, labs, skilled jobs, and real products.

Key takeaways –

• India’s first Telecom Manufacturing Zone Phase-I is planned at Gwalior, Madhya Pradesh.
• The MoU will be signed on 30 July 2026 at Vigyan Bhawan, New Delhi.
• The project is a joint effort between the Department of Telecommunications and the Government of Madhya Pradesh.
• It aims to support telecom equipment manufacturing, allied technologies, innovation, and indigenous design.
• The zone may benefit manufacturers, technology companies, MSMEs, startups, and the wider telecom value chain.

Facts Input- PIB-Gov

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

Bengaluru startup Revspot has raised $4.80 million in a Series A funding round, giving the young company more room to build its AI-led revenue intelligence platform for consumer-facing businesses.

The round saw participation from Inflexor Ventures, Info Edge Ventures, Pentathlon Ventures, Silicon Road Ventures, and Titan Capital, according to reports. For a startup founded in 2024, this is a strong signal that investors are paying attention to AI tools that can solve everyday sales and marketing problems.

Revspot was founded by Darshan Subash, Chirag Wadhera, and Varun Garg. The company is based in Bengaluru and works mainly with high-growth B2C businesses. In simple words, Revspot helps companies find better leads, understand which buyers are more serious, and pass cleaner opportunities to sales teams.

Why Revspot’s funding is getting attention

Many B2C companies spend heavily on ads, agencies, call centres, CRMs, and lead generation tools. Still, their sales teams often receive messy leads. Some people are not ready to buy. Some do not match the product. Some have missing details. Some need quick follow-up, but get lost in the system.

This is the gap Revspot wants to fix.

The startup brings lead generation and lead qualification into one system. That means it does not only help a company find possible buyers. It also helps check whether those buyers are worth the sales team’s time.

Take a real estate company as an example. It may receive thousands of enquiries from property portals, ads, and landing pages. But only a small part of those people may have the right budget, location interest, and buying timeline. A platform like Revspot can help sort those leads and push the most promising ones to the sales team first.

For sectors where every lead costs money, that can make a real difference.

What Revspot does

The company describes itself as an AI-first revenue intelligence platform for B2C businesses. It combines data, enrichment, and AI-based lead qualification to help revenue teams speak to better prospects.

This may sound technical, but the idea is simple.

If a business has 10,000 leads, Revspot tries to help answer three basic questions. Who is most likely to buy? Who should be contacted first? What extra information does the sales team need before making the call?

Its platform is aimed at sectors such as real estate, fintech, edtech, wealth management, and high-ticket sales. These are categories where customers usually take time before making a purchase. A school admission, investment product, home loan, property purchase, or premium service is not an impulse buy. The sales team needs better context before starting the conversation.

That is where buyer intelligence becomes useful. It helps teams avoid blind calling and focus on people with stronger intent.

How the company plans to use the funding

Revspot plans to use the fresh funds to strengthen its product and engineering teams in India. This is important because AI sales products need constant improvement. The data has to be clean, the scoring has to be useful, and the system must work with the tools that companies already use.

The company also aims to improve its AI-powered buyer intelligence and lead qualification platform. In plain language, it wants to get better at finding the right buyers and separating serious prospects from weak leads.

Another part of the plan is sector expansion. Revspot already serves high-value consumer categories, but the new funding may help it enter more industries where businesses deal with large lead volumes and long sales cycles.

The startup also plans to grow in selected international markets. This could be useful if its model works well in India, where B2C sales can be complex, price-sensitive, and heavily dependent on timing.

Why this matters for B2C companies

For many companies, the problem is not a lack of leads. The problem is too many poor-quality leads.

A fintech company may run campaigns for loans or investment products. An edtech company may get enquiries from students and parents. A wealth management firm may attract people who are curious but not ready to invest. In each case, sales teams spend hours calling people without knowing who is serious.

This wastes time and money.

If Revspot can help businesses improve lead quality, it can directly affect revenue. Salespeople can spend more time with serious buyers. Marketing teams can understand which campaigns are actually working. Managers can see where leads are dropping off.

The value is not just in automation. The value is in better decision-making.

Competitors and market view

Revspot operates in a busy space. It touches parts of the CRM, sales intelligence, lead management, and customer engagement markets.

LeadSquared is one of the closest names in India when it comes to sales CRM and lead management for industries like education, financial services, healthcare, automotive, and real estate. It helps teams manage enquiries, follow-ups, sales journeys, and field activity.

MoEngage, WebEngage, and CleverTap work more on customer engagement, retention, and marketing journeys. These platforms help brands communicate with users across channels and improve repeat engagement.

Salesforce is another large global player, though it serves a much broader enterprise market.

Revspot’s focus appears sharper. It is not trying to be a traditional CRM or only a marketing automation tool. It is trying to sit closer to the early sales funnel, where companies find, enrich, qualify, and activate leads before sales teams step in.

That focus can help, but it also brings pressure. Revspot will need to show that its platform improves conversion rates, reduces wasted sales effort, and fits smoothly into existing business workflows.

Why investors may like this space

Investors are now more careful about AI startups. A company cannot raise serious money only by saying it uses AI. It has to show a clear business problem and a clear path to revenue.

Revspot’s problem area is easy to understand. Companies spend money to get leads. Many leads do not convert. Sales teams lose time. Marketing spend becomes harder to justify.

If a tool can reduce that waste, businesses may be willing to pay for it.

This is why Revspot’s funding round is worth watching. It sits at the meeting point of AI, sales, marketing, and data. These are areas where Indian businesses are actively looking for better tools.

The road ahead for Revspot

Revspot will need to keep improving data accuracy, because poor data can hurt sales teams instead of helping them. It will also need to prove that its AI-based qualification works across different industries, not just in one or two early sectors.

Customer trust will matter too. B2C companies handle sensitive customer information, so security, privacy, and responsible data use will be important as the company grows.

If Revspot gets these parts right, it can become a useful revenue tool for brands that depend on high-quality leads and quick sales follow-up.

Conclusion with key takeaways

Revspot’s $4.80 million Series A funding gives the Bengaluru startup fresh strength at a time when businesses want better sales results without wasting money on weak leads.

Founded in 2024 by Darshan Subash, Chirag Wadhera, and Varun Garg, Revspot is building an AI-first revenue intelligence platform for B2C companies. The company plans to use the funding to grow its product and engineering teams, improve buyer intelligence, expand into more consumer sectors, and enter selected international markets.

Key takeaways-

• Revspot has raised $4.80 million in Series A funding.
• The round included Inflexor Ventures, Info Edge Ventures, Pentathlon Ventures, Silicon Road Ventures, and Titan Capital.
• The startup was founded in 2024 by Darshan Subash, Chirag Wadhera, and Varun Garg.
• Revspot helps B2C companies improve lead quality and qualification.
• Its focus sectors include real estate, fintech, edtech, wealth management, and high-ticket sales.

Facts Input- IPOPlatform

Redmi is getting ready to bring its next Note phone to India, and this one has a very clear selling point – battery life. The Redmi Note 17 India launch has been confirmed for August 6, 2026, and Xiaomi’s own India page shows the phone with an 8,000mAh battery.

That is not a small upgrade. In a market where many mid-range phones still sit around 5,000mAh to 6,000mAh, Redmi is clearly trying to attract users who hate carrying a power bank. Students, delivery workers, frequent travellers, gamers, and people who use hotspot all day may find this phone interesting.

Still, battery size alone does not make a phone great. Display quality, processor, charging speed, camera, weight, software, and price will decide whether the Redmi Note 17 becomes a strong buy or just another big-battery phone.

What Redmi has confirmed

Redmi has confirmed two important things so far. The Redmi Note 17 5G will launch in India on August 6, 2026, and it will pack an 8,000mAh battery. Xiaomi’s teaser page also shows the phone in two soft-looking colours and calls it the “mAhster Edition”.

The design appears simple and familiar, with a square-style camera island on the back. Redmi is also promoting an AMOLED display, which is good news for people who watch videos, scroll social media, or read a lot on their phone.

The official price is not out yet. That is the biggest missing detail, because Redmi Note phones usually compete hard on value.

Expected specifications

The Indian model may not be exactly the same as the China version, so it is better to treat some details as expected until Redmi confirms them on launch day.

Reports suggest the Redmi Note 17 may come with a large 7-inch Full HD+ OLED display with a 120Hz refresh rate. In simple words, the screen should feel smooth while scrolling and gaming, and OLED should help with deeper blacks and better contrast.

The phone is expected to use the Snapdragon 4 Gen 4 processor. This should be fine for daily tasks such as WhatsApp, YouTube, Instagram, payments, browsing, and light gaming. But users expecting a gaming-first phone should wait for real performance tests.

Camera details are also expected to be basic but practical. The China model has a 50MP rear camera and an 8MP front camera. If Redmi brings the same setup to India, it should be good enough for daylight photos, document scans, and casual social media shots. Low-light camera quality will need proper testing.

Battery is the headline feature

The 8,000mAh battery is the main reason people will talk about this phone. For a normal user, this could mean a full day with plenty of charge left. For light users, two-day use may be possible.

A bigger battery is useful in very real situations. If you travel by train, attend long college classes, drive with maps on, or use your phone as a hotspot for work, battery drain becomes stressful. Redmi seems to be targeting exactly that audience.

Charging speed is expected to be 45W, based on the China model. That is decent, but not the fastest in this segment. A large 8,000mAh battery will naturally take more time to charge than a smaller one, even with fast charging.

Possible price in India

Redmi has not announced the India price yet. Some early reports suggest the phone could be priced around the Rs. 30,000 mark, but that sounds higher than what many buyers expect from a standard Redmi Note model.

If Redmi prices it closer to the Rs. 20,000 to Rs. 25,000 range, the Note 17 could become a strong battery-focused option. If it goes near Rs. 30,000, buyers will compare it with performance-heavy phones from iQOO, Realme, Poco, and Motorola.

So the launch price will matter a lot. A big battery can bring attention, but price decides sales.

Redmi Note 17 rivals in India

The Redmi Note 17 will not enter an empty field. Battery-focused phones are already becoming popular in India.

iQOO Z10 is one of its closest rivals. It comes with a 7,300mAh battery, 90W charging, and Snapdragon 7s Gen 3. On paper, it may offer better performance and faster charging than the Redmi Note 17. Buyers who play games or want faster app loading may look at iQOO first.

Moto G86 Power is another practical rival. It has a 6,720mAh battery, AMOLED display, IP68/IP69 rating, and a lighter body than what one may expect from a battery phone. Motorola also has a cleaner software image, which many users prefer.

Realme P3 Ultra is more performance-focused. It offers a 6,000mAh battery with 80W charging, a 120Hz curved display, and MediaTek Dimensity 8350 Ultra. It may not match Redmi’s battery size, but it looks stronger for users who want speed, display quality, and faster charging.

Where Redmi can win

Redmi can win if it balances battery, display, and price well. The Note series already has strong recall in India, and many buyers still trust Redmi for value phones.

The 8,000mAh battery gives it a clear identity. That matters because many mid-range phones now look similar on paper. If Redmi also offers a good AMOLED panel, reliable software updates, decent cameras, and a fair launch price, the Note 17 can stand out.

Where Redmi needs to be careful

The phone may feel large because of the 7-inch display and huge battery. Not everyone wants a big phone in their pocket. Weight will also matter, especially for users who prefer one-hand use.

The processor is another point to watch. If the Snapdragon 4 Gen 4 is used in India, Redmi must price the phone carefully. Buyers may not mind a modest processor in a battery-first phone, but they will expect the price to match.

Camera quality is also still unproven. A 50MP number sounds good, but real photos depend on sensor quality, image processing, and software tuning.

Conclusion – Key takeaways

The Redmi Note 17 India launch is confirmed for August 6, 2026, and its biggest feature is the 8,000mAh battery.

The phone is expected to bring a large OLED display, Snapdragon 4 Gen 4 processor, 50MP rear camera, and 45W charging, though final India specs should be checked at launch.

Its main rivals include iQOO Z10, Moto G86 Power, and Realme P3 Ultra.

The Redmi Note 17 could be a strong choice for users who care more about battery life than raw performance. But the final price will decide whether it becomes a smart buy or just an interesting launch.

Facts Input- Redmi

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

Fixxly has raised $5.5 million in seed funding to build an AI-powered procurement and delivery platform for building materials. The round was backed by Accel, Fireside Ventures and Lightspeed India Partners.

The Bengaluru-based startup is preparing for its commercial launch on September 1, 2026. It plans to start operations in Bengaluru before expanding to other Indian cities.

This is not a regular quick commerce story. Fixxly is not trying to deliver snacks or groceries. It wants to solve a daily problem at construction, renovation and repair sites, where work can stop because one small item is missing.

What Fixxly does

Fixxly is building a quick delivery platform for construction and home-improvement materials. Its planned product categories include plywood, paint, electrical items, lighting, plumbing materials, hardware and other trade essentials.

The platform is aimed at contractors, electricians, plumbers, carpenters, painters, interior designers and homeowners.

For example, if a plumber reaches a site and realises one fitting is missing, the usual option is to leave the site and search nearby shops. That wastes time. Fixxly wants to make such materials available quickly, with some orders delivered in as little as 30 minutes.

Founders and purpose

Fixxly was founded in 2026 by Shezan Bhojani and Sachith Varma.

Bhojani earlier co-founded DesignCafe and has spent more than two decades in the home-improvement sector. That experience matters because building materials are not easy to manage. There are many product types, sizes, brands and urgent use cases.

The startup’s purpose is simple – reduce work-site delays caused by missing materials. Its larger aim is to make construction procurement faster, more predictable and less dependent on last-minute store visits.

Use of funding

Fixxly will use the $5.5 million seed funding to strengthen its technology platform and expand operations before launch.

The company plans to use local dark stores and AI-led order matching. In simple terms, its system will try to match customer orders with nearby stock, location and demand in real time.

This matters because quick delivery works only when the right products are stored close to the customer. If inventory planning is poor, a 30-minute promise becomes hard to keep.

What makes Fixxly different

Fixxly is applying the quick commerce model to a more serious work category.

In grocery delivery, speed brings convenience. In building materials, speed can save labour hours and prevent project delays.

Its AI-powered platform may help contractors check availability, place urgent orders and get products without stopping work. If done well, this can be useful for small repair jobs, home renovation projects and interior work.

Competitors

Fixxly will compete with traditional hardware shops, local suppliers and construction procurement platforms. Larger companies like Infra.Market and OfBusiness work in broader B2B building material supply, while newer startups are also trying to solve fast delivery and procurement gaps.

Fixxly’s focus is different because it is going after urgent, smaller and faster site-level orders.

Conclusion with key takeaways

Fixxly’s $5.5 million seed round shows that quick commerce is moving beyond consumer convenience. The startup is targeting a real problem in construction and renovation – delays caused by unavailable materials.

If Fixxly can deliver the right item quickly and reliably, it could become a useful partner for contractors and home-improvement professionals.

Key takeaways –

• Fixxly raised $5.5 million in seed funding.
• The round was backed by Accel, Fireside Ventures and Lightspeed India Partners.
• The startup was founded in 2026 by Shezan Bhojani and Sachith Varma.
• Fixxly will commercially launch on September 1, 2026.
• It will begin in Bengaluru before expanding to other cities.
• The startup will use funding to improve technology and expand operations.

Facts Input- ISN

Hindustan Aeronautics Limited has released the HAL Management and Design Trainee recruitment 2026 notification for 120 vacancies. This is a strong opportunity for engineering graduates who want to work in India’s aerospace and defence manufacturing sector.

The recruitment is for two posts – Management Trainee and Design Trainee. The application window opens on July 29, 2026, at 2 PM and closes on August 14, 2026, at 2 PM. Candidates have to apply online through the Career section of HAL’s official website.

HAL is a Maharatna PSU under the Ministry of Defence. It works in aircraft, helicopters, engines, avionics, repair, overhaul and related defence systems. So, for many engineering students, this recruitment is not just another government job update. It is a chance to enter one of India’s most important aerospace companies.

What is HAL recruitment 2026 about

The HAL recruitment 2026 notification is for 120 trainee posts across different divisions, research and design centres, and offices of the company.

Out of the total vacancies, 60 posts are for Design Trainee and 60 posts are for Management Trainee.

Design Trainee posts are linked to technical design and engineering work. These roles may suit candidates who want to work closer to aircraft systems, structures, components, research, design and engineering support.

Management Trainee posts are also technical in this notification, but the role may involve engineering-linked management, production, project work, planning or functional responsibilities depending on HAL’s requirement.

Important dates

The most important thing for candidates is the short application window. HAL has given only a little over two weeks to apply.

Important dates –

• Short notice released – July 28, 2026
• Online application starts – July 29, 2026, at 2 PM
• Last date to apply – August 14, 2026, at 2 PM
• Mode of application – Online only
• Official website – hal-india.co.in

Candidates should not wait until the last day. PSU websites can become slow near deadlines, especially when many applicants try to submit forms together.

Vacancy details –

HAL has announced 120 total vacancies.

Post-wise vacancies –

• Design Trainee – 60 posts
• Management Trainee – 60 posts

Total – 120 posts

Disciplines for Design Trainee include Aeronautical, Electrical, Electronics, Instrumentation, Mechanical, Computer Science and Metallurgy.

Disciplines for Management Trainee include Electrical, Electronics, Mechanical, Computer Science, Metallurgy, Production and Civil.

This makes the recruitment useful for many engineering branches, not only aerospace students.

Salary and pay scale

The detailed 2026 advertisement should be checked for final salary terms. Based on HAL’s earlier trainee recruitment pattern, selected candidates usually undergo a 52-week training period.

During training, trainees generally receive a stipend built around basic pay of Rs. 40,000 per month, along with applicable allowances such as variable dearness allowance and canteen allowance.

After successful completion of training, candidates are generally absorbed in Grade-II or E-1 level with a pay scale of Rs. 40,000 to Rs. 1,40,000, along with benefits as per company rules.

This does not mean Rs. 1,40,000 is the first monthly salary. It is the upper end of the pay scale. The actual monthly salary depends on basic pay, dearness allowance, HRA, posting location, deductions and company rules.

Who should apply

This recruitment is mainly for engineering graduates from the listed disciplines. Candidates should wait for the detailed notification to confirm exact educational qualification, percentage requirement, age limit, application fee and selection process.

In earlier HAL trainee recruitments, candidates were usually expected to have a full-time engineering degree in the relevant discipline. Age limits and relaxations are normally applied as per government and company rules.

This opportunity may be suitable for candidates who want a long-term career in aerospace, defence manufacturing, R&D support, aircraft systems, production engineering or public sector technical management.

Why this job is attractive

HAL is not a regular company. It is deeply linked with India’s defence and aerospace ecosystem.

For a young engineer, the learning value can be high. You may get exposure to aircraft manufacturing, helicopter platforms, engine systems, maintenance, avionics, quality control, testing or design-related work depending on the posting.

There is also the stability factor. PSU jobs are still attractive because they offer structured career growth, allowances, medical benefits, retirement benefits and long-term security.

At the same time, candidates should be realistic. HAL jobs can involve transfers, strict procedures, technical responsibility and work in production or project environments. It is a good fit for people who are serious about engineering, not just those looking for a comfortable desk job.

Selection process

The detailed 2026 notification will confirm the final selection stages. Based on earlier patterns and current recruitment coverage, the process may include an online test or written examination, interview, document verification and medical examination.

Candidates should start revising core engineering subjects immediately. For technical PSU exams, basics matter more than guesswork.

A practical preparation plan would include core subject revision, previous PSU-style questions, engineering aptitude, reasoning, English and general awareness. Candidates from GATE preparation backgrounds may find some overlap, especially in technical topics.

How to apply

Candidates should apply only through HAL’s official website.

Basic steps –

• Visit hal-india.co.in
• Open the Career section
• Find Advertisement No. HAL/CHRC-TM/RECT-02/2026
• Read the detailed notification carefully
• Register and fill the online application form
• Upload required documents as per instructions
• Pay the fee if applicable
• Submit before August 14, 2026, at 2 PM
• Keep a copy of the submitted form for future use

Avoid unofficial links shared on social media. For any correction, addendum or update, HAL says candidates should check the official website.

Conclusion with key takeaways

The HAL Management and Design Trainee recruitment 2026 is a good opportunity for engineering graduates who want to work in India’s aerospace and defence sector. With 120 vacancies, a short application window and a reputed PSU name, the competition is likely to be strong.

Key takeaways –

• HAL has announced 120 trainee vacancies.
• There are 60 Design Trainee and 60 Management Trainee posts.
• Applications open on July 29, 2026, at 2 PM.
• The last date to apply is August 14, 2026, at 2 PM.
• Expected pay scale after training is Rs. 40,000 to Rs. 1,40,000, subject to final notification.
• Candidates should verify all details from HAL’s official Career page before applying.

Facts Input- HAL

Disclaimer

This article is published for informational purposes only. While we try to keep all job details accurate and updated, recruitment information such as eligibility, vacancies, dates, fees, exam pattern, selection process, and salary/emoluments may change at any time by the official authority. Readers are strongly advised to verify all details from the official notification and official website before applying. The publisher/website will not be responsible for any loss, error, or inconvenience caused by reliance on outdated or incorrect information.