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Case study18 Sept 2026
Misochain: Pre-Audit Due Diligence for an Aerospace Components Maker
Misochain was building flight-critical aircraft parts faster than it was building its finance function. SRF was asked to find every gap an auditor would find, before the auditor did.
Case study18 Sept 2026
Perceptyne: Building the Finance, Operations and Investor Backbone of a Robotics Startup
Perceptyne had three directors, big ambitions and no finance or operations infrastructure. SRF put a team inside its Hyderabad office and built it from the ground up.
Case study18 Sept 2026
SecPod: How Retargeting the Sales Team Took a Cybersecurity SaaS Company to Positive EBITDA
SecPod's sales team was working hard and winning accounts, yet each new customer cost more than it would ever return. The fix was a targeting decision, and it took a single view of the numbers to see it.
Monograph18 Sept 2026
Solar Panel Manufacturing in India: Capacity, Policy and Who Makes Money
India now has more solar module factories than it can fill. The money and the risk have moved upstream, to cells and wafers, and to whoever can sell outside a closing US market.
Blog18 Sept 2026
Where the margin sits in robotics: components, robot makers and integrators
FANUC earns more than 21 cents of operating profit on every yen of sales. ABB Robotics earned about 12 and is being sold. The difference says more about business structure than about robots.
Blog18 Sept 2026
India's robot density: what the gap with Korea and China really tells you
India's robot density is a fraction of China's and a sliver of Korea's. The number is real, but it is often read as a to-do list when it is closer to a map of where automation pays.
Blog18 Sept 2026
Robots as a service: when renting a robot makes sense for an MSME
Renting a robot removes the upfront cheque, but it rarely makes automation cheaper. Whether it pays depends on shifts, service terms and who carries the risk if the part programme ends.
Blog18 Sept 2026
Why India's robotics firms are integrators, and how they get out of the middle
Most Indian robotics companies are system integrators, which puts them in the least profitable layer of the chain. That is not a verdict. It is a starting position with three ways out.
Blog18 Sept 2026
Who actually buys industrial robots in India
In 2024, India's auto-component suppliers bought more robots than the vehicle makers they supply. That shift changes who a robotics vendor should be selling to, and how.
Monograph18 Sept 2026
Robotics in manufacturing: the India report
India installs more industrial robots than all but five countries, yet runs one of the thinnest robot fleets per factory worker. This report maps who buys, who earns the margin, and where an Indian company can build something defensible.
Article18 Sept 2026
What stops a ₹100 crore food processing business reaching ₹500 crore
Many regional food processors stall around ₹100 crore on commodity margins, one category and one channel. Three moves can change the trajectory, if they come in the right order and on real numbers.
Article18 Sept 2026
Where India's food processing industry makes its money, and where it loses it
India loses about ₹1.53 lakh crore of food a year between the farm and the factory, while most of the profit is made several stages later. What that gap means for processors and investors.
Article18 Sept 2026
The handloom industry in India runs on credit, stock and records
Marketplaces have made handloom easier to find. They have not fixed who finances the yarn, who carries the stock, or who can prove where a saree came from, and that is where the value leaks.
Article18 Sept 2026
The SME IPO route in India, seen from the founder's side of the table
SEBI's 2025 rules made the SME IPO harder to use as a quick exit and better as a way for profitable small companies to raise growth capital. Here is how the route works, what it costs, and who should take it.
Article18 Sept 2026
Why a GI tag alone does not set the price of a saree
India has 103 handloom products registered under the GI Act, and most of them still sell next to copies using the same name. The tag is a starting right. Pricing power comes from what a business builds on it.
Article18 Sept 2026
What a blockchain can and cannot prove about handloom provenance
Blockchain traceability is arriving in Indian handloom through EU-funded projects and state hubs. The ledger is the easy part. The record at the loom decides whether any of it is worth paying for.
Monograph18 Sept 2026
Employer of record in India: how it works, what it costs, when to exit
An employer of record lets a foreign company employ people in India without an Indian entity. It is fast and clean for a small team and expensive for a large one. This report sets out how it works, what it costs, and when to leave.
Monograph18 Sept 2026
The staffing industry in India: size, economics and who wins
India's staffing and recruitment market is forecast to nearly triple by 2030, but most of that revenue passes straight through to wages. This report maps where the margin actually sits, who holds it, and what founders and investors should do about it.
Blog18 Sept 2026
India's talent economy is a portfolio, not a single bet
India will supply roughly a quarter of the world's new workers over the next decade. The businesses that hire, pay and manage them are not one investment theme but seven, with very different risk.
Blog18 Sept 2026
What the GCC boom in India means for staffing firms
India's global capability centres employ 2.36 million people. For staffing firms the opportunity is less about supplying heads and more about moving up to hiring, set-up and running the centre.