Real Engagements.
Measurable Outcomes.

A first-generation promoter in Uttar Pradesh needed a comprehensive DPR to secure a ₹120Cr term loan from SBI for a greenfield steel processing facility. Previous attempts with local CAs had resulted in two rejections from the bank's appraisal committee.

Rebuilt the feasibility from the ground up — market demand validation, technology comparison, vendor quotes, detailed cost estimates, 10-year financial projections with DSCR analysis, and environmental clearance roadmap. The DPR served as the Promoter's definitive investment decision document from which the bankable project report was extracted.

A state government concessionaire engaged Stratnest mid-project after the original contractor fell 14 months behind schedule due to coordination failures and cost overruns of ₹28Cr. Lender reporting obligations were at risk.

Onboarded as Owner's Engineer, performed root-cause analysis, restructured the construction schedule using CPM, replaced two under-performing sub-contractors, and implemented daily progress tracking with escalation protocols and weekly lender MIS.

A B2B SaaS company had strong product-market fit and ₹12Cr ARR but lacked a structured fundraising narrative, investor-ready financial model, and institutional-quality data room. Previous informal investor conversations had not converted.

Rebuilt the financial model from unit economics upward, restructured the equity narrative around SaaS metrics, produced a full CIM and pitch deck, and ran a structured investor process targeting mid-market PE and growth equity funds. Managed the full due diligence lifecycle.

A mid-market engineering company wanted to enter defence manufacturing through a technology partnership with a European OEM. They needed JV structuring, Technology Transfer (TOT) agreement advisory, and DPIIT Industrial Licence — with no prior defence sector experience.

Navigated the regulatory framework from entry assessment to licence grant — structured the JV term sheet, advised on TOT scope and IP protections, prepared the DPIIT licence application, and supported the first defence procurement bid. DPIIT licence granted; first tender submitted within 18 months.

A north India–based FMCG company wanted to acquire a regional food brand in Maharashtra to gain immediate distribution and brand equity in western markets. They had no M&A experience and needed end-to-end advisory.

Led the full buy-side process — target approach, management presentations, financial due diligence, valuation (DCF and EV/EBITDA comparable), deal structuring with an earn-out mechanism, and SPA review. Post-acquisition integration plan supported revenue synergy capture within 12 months.

A pharmaceutical manufacturing company with ₹28Cr revenue wanted to list on BSE SME to fund a capacity expansion and provide partial promoter liquidity. Corporate governance, related party transactions, and restated financials all required preparation.

Led a 14-month IPO preparation process — corporate restructuring, related party cleanup, three-year Ind AS restatement, pre-IPO valuation, DRHP financial disclosures, investor roadshow presentation, and anchor investor communication strategy. Issue closed 4.8x oversubscribed on Day 1.

A family-run automotive components group had grown to ₹120Cr revenue but operated without institutional financial controls, monthly MIS, or board reporting. PE investors had flagged governance as a key concern in two prior conversations.

Deployed a Virtual CFO engagement — redesigned chart of accounts, implemented monthly management accounts, built cashflow forecasting, established board reporting, and restructured the finance team. Within 9 months, the company received its first PE term sheet.

A B2B services company had plateaued at ₹18Cr revenue for two consecutive years. Promoters believed the product was strong but were unsure whether the constraint was sales, pricing, geography, or product positioning.

Deployed our 4D Growth Methodology — diagnosed the constraint as channel mix and pricing structure, redesigned the go-to-market for enterprise clients, repriced the core product, and launched two adjacent markets. Embedded implementation support across the sales team for 12 months.

An agro-processing cooperative in UP wanted to establish a food processing facility and access NABARD's Agri Infrastructure Fund for grant funding. They needed a DPR meeting NABARD's specific appraisal criteria as the primary investment decision document for the cooperative's management board.

Prepared a comprehensive DPR covering crop availability analysis, technology selection, processing capacities, cold chain integration, financial projections, and ESG impact assessment. The DPR served the cooperative board as the go/no-go investment document, with the NABARD grant application extracted from it.