The business is already running. The finance side is what has not caught up.
Most small and medium businesses face the same three problems. Customers pay late. Credit is hard to get. And nobody has planned for the day the founder wants to step back.
Usually starts with
Each one has its own page. Point at a name for a two-line explanation.
Paid, funded and sold
Each of the three looks like a day-to-day problem but is partly a legal one. Rules give you a hold over customers who pay late. Your records decide whether a bank says yes. Your documents decide what the business is worth. Most owners are not using these, usually because nobody told them they exist.
The 45-day rule is your strongest tool for getting paid.
If you are a registered micro or small supplier (not a trader), your buyer must pay within the agreed time. That can be at most 45 days from accepting your goods or service, or 15 days with no written agreement. Pay later, and the buyer cannot claim the amount as a tax deduction until it is paid. You are not chasing a favour.
Lenders check your record before your numbers.
A charge (a lender’s claim on your assets) still on record from a loan you repaid. Filings that are overdue. A director disqualified because an old company stopped filing. These block more loans than weak numbers do, and all three can be fixed before you apply.
Buyers agree a price on your numbers, then cut it for gaps in your records.
Property in the wrong name, staff without contracts, family loans nobody wrote down, and the family agreement that was never put on paper. Each is fixable with time and expensive without it.
These three will likely release cash this quarter
These three protect what you have built
Register on Udyam if you haven’t, and put the number on every invoice.
These three will likely release cash this quarter
Pull your ageing report, the list of unpaid bills by how long they have been unpaid. Mark everything past 45 days, both what you are owed and what you owe.
These three will likely release cash this quarter
Check the public record for any lender’s charge (a claim on your assets) that is still showing.
These three will likely release cash this quarter
List every personal guarantee still outstanding.
These three protect what you have built
Sort out any company in the family’s name that has gone inactive.
These three protect what you have built
Write down the family understanding while everyone still agrees on what it is.
These three protect what you have built
Raise Capital
We find the government funding your business already qualifies for. We apply for it and keep you within its rules, without you selling any share of the business.
We test every scheme’s rules against your company’s facts. If you would qualify once you hold a certain registration, such as Udyam, we show it as a step to take, never a rejection.
Pharma: Ahmedabad
₹4 Cr working capital structured in 60 days.
A mid-size API manufacturer was running on expensive informal credit. We renegotiated banking limits, cleaned the books, and structured a proper CC facility: reducing cost of capital by 30%.
Textiles: Gujarat
2 new export markets entered in 8 months.
A fabric manufacturer had been approached by European buyers for 3 years but never knew how to respond. We built the compliance stack, financial documentation, and pricing model to close the first contracts.
Auto Ancillary: Sanand
Founder out of operations in 6 months.
The promoter was approving every payment and managing every vendor. We designed the org structure, hired two functional heads, and put in systems so the founder could focus on EV transition strategy.
Three kinds of insight you cannot buy anywhere else in one place: benchmarks for your sector, frameworks, and the investor lens, which is how an investor reads your business.
Once a month, on LinkedIn Live, the team walks through one of them.
20 Sept 2026, 10 min read
Customers pay late, credit is hard to get, and nobody has planned for the day the founder steps back. There are rules and records that help with all three, and most owners are not using them.
11 Sept 2026, 5 min read
Most finance writing is for venture-funded startups. This one is for the MSME owner who built a real business with their own money, and hits an inflection point almost no one talks about: the moment gut instinct stops being enough.
20 Sept 2026, 10 min read
Most founders know about two filings, the annual return and the financial statements. A private limited company owes many more, and several have nothing to do with the accounts.
20 Sept 2026, 7 min read
Most founders choose a structure on cost. The real cost of the decision is not the registration fee but what you pay to change your mind later, at a moment when you have no time.
16 Sept 2026, 9 min read
A diagnostics chain across tier-2 towns was told its margins were thin and its geography hard. In the language of a whole class of investors, it was an impact business, and there were funders whose entire job was to back exactly what it was building. Not a shortage of capital: a blind spot about which capital.
21 May 2026, 3 min read
Most founders, when asked who owns the integrity of their numbers, point to their accountant. This is reasonable. It is also the source of a predictable failure mode.
From Sriram Chidambaram, Founder & Managing Partner
Below roughly ₹20 crore of revenue, you can run your company on gut. Above it, that same gut quietly starts to lie to you.
The day you go to a bank for serious growth capital, they read your numbers conservatively, looking for cash flow they can rely on and reconciliations that hold.
