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Businesses we've built,
grown and rebuilt.

Not campaigns. Not decks. Businesses that exist, trade, employ people and, in several cases, now run without us.

myehaat.in

HCL Foundation
Development sector · CSRVenture Build → Run & OperateSelf-sufficient in 5 years

The problem

COVID cut HCL Foundation's artisan beneficiaries off from the markets they depended on. Craftspeople across multiple states had inventory, skill and no route to a buyer — and the Foundation needed a solution that would outlast the lockdown rather than a relief measure that ended with it.

What we did

We coined the name myehaat.in and built the marketplace end to end — then ran it. Legal structure, operations, technology, sales, artisan training and statutory compliance were all handled in-house by us, for the development-sector arm of HCLTech.

Where it stands

Five years on, it runs by itself. The platform is self-sufficient, the artisan network is trading independently of any single programme cycle, and the operating knowledge sits with the people who use it daily rather than with us.

Why it matters

This is the clearest example of what "embedded" means. We were not a vendor delivering a website; we were the operating team until an operating team existed.

baedesi

Venture Build
Apparel · D2CSince 2021Now on Myntra

The problem

In 2021 a family came to us and said the sentence we hear most often: "we want to do something." The category was apparel. There was no name, no brand, no product line, no route to market — only intent and the willingness to fund it properly.

What we did

Built it from scratch: the name, the brand story, the identity, the product and packaging, the store, marketing and PR, promotion, advertising and content creation — then negotiated and secured shelf space on Myntra.

Where it stands

baedesi trades today as an established D2C apparel label with a marketplace presence, and is currently exploring overseas markets.

Why it matters

Getting onto a marketplace like Myntra is a distribution and compliance problem long before it is a marketing one. That is exactly the gap most new founders don't know exists.

TRIAD Technologies

Growth Engine
B2B technologyTwo productsSales engine running

The problem

A capable B2B technology company with two products and unpredictable sales. The products worked; the commercial story around them didn't. Pricing had been set by instinct, and nobody could describe precisely who the ideal customer was.

What we did

Overhauled the pricing, mapped the ICP and buyer personas properly, and redesigned the communication so it justified the price rather than apologised for it.

Where it stands

We now run the sales engine for both B2B products — not as an outsourced call centre, but as the team that owns positioning, demand and handover.

Why it matters

"Unpredictable sales" is almost never a sales problem. It is usually a positioning and pricing problem that only shows up in the sales numbers.

Broken Arrow Retail

Business Rebuild
BFSI signage15-year-old businessChair next to the CEO

The problem

Fifteen years of trading in BFSI signage, and growth had stopped. The business was solid, experienced and stuck — the hardest state to fix, because nothing is visibly broken.

What we did

The board didn't hand us a brief. They handed us the chair next to the CEO for the rebuild — deep diagnosis, repositioning, and restructured operations, decided from inside the leadership team rather than recommended from outside it.

Where it stands

The engagement continues as a rebuild with quarterly review gates, so the board can measure the turn as it happens.

Why it matters

This is the engagement we point to when people ask what makes us different from a consultancy. A consultancy advises the CEO. We were asked to sit beside them.

Rang Rasm

Venture Build
Photography · creative servicesFreelancer → companyStill guiding

The problem

A talented freelance photographer with more work than structure. Revenue depended entirely on personal availability, pricing was per-negotiation, and there was no entity, process or team to grow into.

What we did

Named it, structured it into a proper company, and systematised how work is priced, delivered and staffed — turning a personal practice into something that could take on more than one job at a time.

Where it stands

Rang Rasm operates as a structured company today. We are still managing its growth and guiding it.

Why it matters

The smallest engagements often matter most. A micro-business that turns into a company is exactly the transition we exist for.

Art Edu Foundation

Venture Build
Non-profit · educationOpen Doors programme, 2023Ongoing support

The problem

A worthwhile idea for an arts education programme, with no organisational structure underneath it — and non-profits carry compliance and funding requirements that punish informality quickly.

What we did

Structured it from idea to organisation for the Open Doors programme in 2023, and have provided daily guidance, compliance handling and funding support ever since.

Where it stands

Open Doors runs as a structured programme within a properly constituted foundation, with the compliance and funding groundwork maintained continuously.

Why it matters

Mission-led organisations need the same operating discipline as commercial ones. Often more, because the money is someone else's and the reporting is stricter.

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Years building businesses across sectors

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Businesses named on this page alone

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Until myehaat.in ran without us

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Equity asked. None taken, ever

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