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  • Astrophel Aerospace Raises INR 6.84 Crore to Build a Reusable Launch Vehicle

    Pune & New Delhi, Tuesday, 1st July 2025: Astrophel Aerospace, a Pune-based deep-tech space startup, has raised INR 6.84 Crore (USD 800,000) in a pre-seed funding round led by a consortium of individuals and angel venture firms. The funds will be deployed to develop a reusable semi-cryogenic launch vehicle, scale its in-house R&D to develop missile-grade guidance systems and components. The company anticipates having a working, reusable prototype ready for testing within the next 24 to 36 months. 

    The funding has been raised on the cusp of the landmark Gaganyaan, Axiom-4, and Space Activities Bill, poised to open the floodgates for private innovation in space technologies. Astrophel Aerospace is one of only a handful of indigenous private startups to have successfully test-fired a semi-cryogenic engine. The milestone was achieved by spending a mere INR 6 Lakh (USD 7,000) and zero external funding before the current round. 

    Astrophel Aerospace is leveraging a modular, systems-first approach inspired by auto manufacturing best practices to build its Potentia C1U engine. It has also signed an MoU with ISRO for collaborative R&D and testing campaigns. India’s space economy is expected to grow from USD 8.4 billion in 2022 to USD 44 billion by 2033, with over 8,500 small satellites forecast to be launched globally within this decade, as per IN-SPACe.

    Suyash Bafna, Co-founder, Astrophel Aerospace, said, “We believe that India’s private space sector is ready to tackle high-complexity, deep-tech challenges in aerospace. We’re building reusable systems and precision components that reduce costs and will usher in a new age of space access for India.”

    Astrophel Aerospace is also collaborating with a listed Indian manufacturer to co-produce cryogenic valves, with dual-use potential in both commercial and defence applications. India’s space startup ecosystem is gaining exponential momentum, backed by favourable policy reforms.

    “Reusable rockets, turbopump-fed engines and missile-grade guidance systems are among some of the toughest challenges in aerospace today,” said Immanuel Louis, Co-founder, Astrophel Aerospace. “The funding will enable us to deep-dive into development while staying lean and execution-focused,” he added.

    With its first suborbital launch on the horizon, Astrophel Aerospace is positioning itself as India’s next propulsion and launch infrastructure company, built from the ground up to serve India’s ambitious space aspirations.

    About Astrophel Aerospace

    Astrophel Aerospace is an Indian deep tech space startup developing affordable, dedicated launch vehicles for small satellites, powered by semi-cryogenic propulsion systems. Its flagship Astra C1 series and Potentia engine position it among the few Indian private companies to have independently built and successfully test-fired a semi-cryogenic engine in August 2023, without any external funding. By combining best practices from automotive manufacturing with 3D printing, Astrophel reduces production time and cost by up to 40%, making it potentially one of the most accessible launch providers in the segment. The company has developed in-house capabilities across throttleable engine valves, regenerative nozzle design, cryogenic subsystems, and real-time avionics software. Astrophel is planning full orbital missions from Indian launchpads utilising reusable launchers to capitalise on the potential of India’s space industry, projected to reach USD 44 billion by 2033. It is supported by a distinguished advisory board, consisting of propulsion experts with experience working at ISRO, Hindustan Aeronautics Limited and DRDO. Together, they bring technical oversight and strategic depth to Astrophel’s mission to democratise space access. 

    About Suyash Bafna

    Suyash Bafna is the Co-Founder of Astrophel Aerospace, playing a key role in systems integration, operations, and strategic execution. With a background in mechanical engineering, Suyash bridges the gap between propulsion, avionics, and structural design, ensuring that Astrophel’s launch systems are optimised for performance and reliability. He has been instrumental in coordinating subsystem development for the Astra C1 vehicle and managing timelines for the company’s upcoming suborbital launch. His focus on mission-readiness, testing protocols, and cross-functional collaboration has helped streamline development despite limited resources. At Astrophel, Suyash also oversees external partnerships and vendor alignments, working to reduce costs while maintaining technical integrity. Passionate about building indigenous space capabilities, he is committed to enabling affordable access to space for small satellite operators. His systems-driven leadership contributes significantly to Astrophel’s goal of becoming India’s most cost-effective and agile launch provider.

    About Immanuel Louis

    Immanuel Louis is the Co-Founder of Astrophel Aerospace. An aerospace engineer by training and a lifelong aviation enthusiast, Immanuel holds a master’s degree from MIT Chennai. His journey began with building remote-control aircraft as a child and evolved into co-building one of India’s most affordable semi cryogenic rocket engines. At Astrophel, he spearheads propulsion system design, engineering integration, and business strategy. He is committed to building India’s next-gen launch infrastructure and fostering a new wave of aerospace talent. His passion lies in combining indigenous innovation with global best practices to position Astrophel as an upcoming leader in the small satellite launch segment.

    About MD Taj Baba, Founding Member & Head of Aero Thermal Engineering

    MD Taj Baba is a founding member of Astrophel Aerospace and currently leads aero-thermal engineering initiatives with a dedicated focus on liquid propulsion and rocket nozzle systems. With a Bachelor’s in Aeronautical Engineering from AeSI, New Delhi, and a Master’s in Thermal Engineering from Osmania University, Taj brings deep expertise in thermodynamic analysis, engine heat transfer, and high-performance thermal system design. While instrumental in shaping Astrophel’s early vision and direction as a Co-Founder, Taj is now transitioning away from operational leadership to focus full-time on technical development within the propulsion team. At Astrophel, he has played a pivotal role in the design and validation of critical cryogenic engine components, control valves, and regenerative cooling systems. An Associate Member of the Aeronautical Society of India and a mentor to aspiring aerospace engineers, Taj remains deeply committed to advancing indigenous semi cryogenic propulsion technologies and scaling India’s capabilities in the global space sector.

  • OpenAI Hits Pause: Weeklong Shutdown Amid Fierce Talent Tug-of-War with Meta

    According to various media reports, OpenAI is planning a rare company-wide downtime for next week to allow workers to rest following months of demanding 80-hour workweeks.

    The interim closure occurs as the ChatGPT creator struggles to hold onto top staff in the face of significant recruitment offers from Meta, totalling $100 million.

    As the AI powerhouse strives to create artificial general intelligence, the ChatGPT maker has maintained what sources describe as rigorous operational schedules, with personnel putting in 80 hours a week.

    This closure is an unusual step for the company. As per a renowned media house, only executives would continue to work during the break.

    Mark Chen Warns Employees Against Offers From Meta

    In an internal Slack post, Chief Research Officer Mark Chen cautioned colleagues that Meta will probably take advantage of the outage period to prod OpenAI researchers into making judgements quickly.

    In a memo, he stated that Meta is aware that OpenAI is taking this week off and would attempt to use it to compel OpenAI staff to make snap choices. Given that Meta CEO Mark Zuckerberg has hired seven OpenAI researchers in recent weeks, including important contributors to the company’s reasoning models, the timing is crucial.

    Trapit Bansal, a key contributor to OpenAI’s O1 model, Xiaohua Zhai, Alexander Kolesnikov, and Lucas Beyer have joined Meta’s superintelligence lab. The leadership of OpenAI is “recalibrating comp” and looking into “creative ways to recognise and reward top talent,” Chen said.

    The company’s reaction follows CEO Sam Altman’s disclosure that Meta gave certain employees signing incentives worth over $100 million, but subsequent defectors have called these exact amounts “fake news”.

    Altman argues that none of OpenAI’s top talent have chosen to accept them despite the financial strain, attributing retention to the company’s better innovation skills and mission focus. The company’s main goal will be to achieve artificial general intelligence, rather than launching new products frequently.

    Intense War on AI Talent Acquisition

    Indeed, this case exemplifies how the AI talent war has escalated significantly. In addition to hiring about seven to eight researchers, including well-known figures like Xiaohua Zhai, Trapit Bansal, Alexander Kolesnikov, and Lucas Beyer, Meta has established its own Superintelligence Labs with significant financial support and leadership appointments.

    A potential strategic change for OpenAI is also indicated by the recent break, as the company abandons its rapid-fire product release methodology in favour of concentrating more on long-term AGI development.

    In the face of escalating competition and internal restructuring, the internal memo referred to the decision to suspend operations as a “reset”.

    The competition for AI expertise is becoming a defining issue for the major players in the industry as Meta expands its own superintelligence lab and offers previously unthinkable compensation packages.

  • CarDekho Business Model Explained: How It Makes Money

    The automotive industry was an epicenter of activity with profitable prospects in 2008. In an attempt to capitalise on the excitement, everyone joined the party and opened their own auto dealerships or companies.

    Nevertheless, a significant gap was present in the midst of the frenzy: a dearth of unbiased, transparent, and dependable information regarding automobiles. CarDekho identified this need and began with a straightforward yet ingenious business plan by giving customers accurate and trustworthy vehicle information.

    Let’s take an intriguing tour of the CarDekho business model’s many components to encourage aspiring young entrepreneurs to investigate comparable complex opportunities-

    About CarDekho
    CarDekho Business Model
    How CarDekho Makes Money | CarDekho Revenue Model
    USP of CarDekho
    SWOT Analysis of CarDekho

    About CarDekho

    About CarDekho
    About CarDekho

    Two brothers, Amit and Anurag Jain (CarDekho founders), came up with the bright concept to launch CarDekho.com in 2008 as a one-stop shop for everything related to cars. It began modestly, resembling a car guidebook. CarDekho.com quickly grew as more people visited it, adding professional reviews, vehicle prices, and buying/selling advice. With its headquarters located in Jaipur, CarDekho has footprints in India, Indonesia, Malaysia, and the Philippines.

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    CarDekho Business Model

    The main purpose of CarDekho’s introduction was to provide a comprehensive and open source of information about cars. With all the clear and objective information on the car, greatly aids potential buyers and increases CarDekho’s credibility and trustworthiness.

    CarDekho helps consumers find the answers to their automobile-related questions by providing thorough information about a variety of cars, which ultimately helps them select the best car for their requirements. Currently, CarDekho runs a number of well-known Indian auto portals, including PowerDrift.com, Gaadi.com, ZigWheels.com, BikeDekho.com, and CarDekho.com. Customers can sell their used automobiles at its CarDekho Gaadi stores, and they can purchase used cars at its CarDekho Gaadi Trust Mark Stores.

    CarDekho Business Model Canvas

    CarDekho is a leading online platform in India that helps users buy, sell, and research cars. It offers detailed car reviews, price comparisons, and connects users with dealers, lenders, and insurers. Below is the Business Model Canvas that outlines how CarDekho creates, delivers, and captures value:

    CarDekho Business Model Canvas
    CarDekho Business Model Canvas

    1. Key Partners

    • Car manufacturers and dealerships
    • Insurance companies
    • Loan/finance providers
    • Affiliate partners (accessories, warranty)
    • Content creators and influencers

    2. Key Activities

    • Listing cars and comparing prices
    • Generating leads for dealers
    • Certifying and inspecting used cars
    • Creating automotive content (reviews/videos)
    • Running Gaadi stores (buy/sell used cars)
    • Managing subscriptions (CarDekho Plus)

    3. Value Propositions

    • All-in-one platform for buying/selling cars
    • Verified and detailed car information
    • Easy connection with top local dealers
    • Car financing, insurance, and accessories support
    • Certified used cars with trust and transparency

    4. Customer Relationships

    • Online support via chat or call
    • Social media and YouTube engagement
    • Personalized tools (car matcher, recommendations)
    • Loyalty via CarDekho Plus subscription

    5. Customer Segments

    • New and used car buyers
    • People selling their used cars
    • Car dealers and manufacturers
    • Auto enthusiasts and video viewers
    • Customers seeking loans, insurance

    6. Channels

    • CarDekho.com and sister sites (BikeDekho, Gaadi, etc.)
    • YouTube channel (PowerDrift)
    • Mobile app
    • CarDekho Gaadi physical stores
    • Email/SMS and digital campaigns

    7. Key Resources

    • Online platforms and mobile apps
    • Data and analytics systems
    • Gaadi Trust Mark Stores
    • Tech team and content creators
    • Strong brand reputation

    8. Cost Structure

    • Tech development and maintenance
    • Marketing and advertising
    • Salaries and staffing
    • Video and content production
    • Operating offline Gaadi stores

    9. Revenue Streams

    • Advertising (banners, sponsored content)
    • Dealer lead generation fees
    • CarDekho Plus subscription fees
    • Commission from finance and insurance partners
    • Used car sales through Gaadi stores

    CarDekho Is Eyeing An IPO Next Year; Aims to Raise INR 4100 Cr
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    How CarDekho Makes Money | CarDekho Revenue Model

    How CarDekho Makes Money?
    How CarDekho Makes Money?

    CarDekho discovered that only those who are interested in buying a car will use the website to view the models’ specifications. As a result, after gaining the trust of the public with truthful data, they also made the process of buying a car easier by connecting the prospective buyer with the local top sellers and created a profitable business model. The company makes money through various modes:

    Generating Revenue Through Advertising

    CarDekho gives automakers and dealerships a range of advertising choices to advertise their goods and services. The business charges for sponsored content, banners, and display adverts on its website and mobile app.

    Guiding the Customers and Generating Revenue

    CarDekho connects automakers and dealerships with prospective customers to create leads. Depending on the buyer’s interest and budget, the business charges a fee for each lead it generates.

    Subscription Model

    “CarDekho Plus,” a premium subscription plan offered by CarDekho, gives consumers access to extra perks like longer warranties, free insurance, and exclusive discounts. For this service, the business charges a fee that is renewed annually.

    Partnering with Third-Party Companies

    CarDekho collaborates with a number of other businesses to market their auto-related goods and services, including finance, insurance, and accessories. Every sale made via the company’s affiliate links results in a commission for the business.

    The core of CarDekho’s business strategy is offering a comprehensive platform for both car buyers and sellers, in addition to other value-added services. The business is a major force in the Indian automobile sector since it makes use of its extensive network and data insights to produce income through a variety of channels.

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    USP of CarDekho

    CarDekho is the biggest consumer-facing internet site in India, with 50 million unique visitors each month, the largest automotive social networking platform, and the top player of automotive video content, with over 3 million YouTube subscribers.

    SWOT Analysis of CarDekho

    CarDekho SWOT Analysis
    CarDekho SWOT Analysis

    CarDekho Strength

    • For the first time, CarDekho reported a profit of INR 37 crore (excluding unusual items) in FY24. Compared to a loss of INR 143 crore in FY23, this was a major turnaround.
    • Additionally, consolidated losses decreased to INR 340 crore from INR 562 crore in the prior fiscal year. These numbers indisputably show that the business is turning a profit again.

    CarDekho Weakness

    • The majority of consumers feel apprehensive about the method CarDekho uses to evaluate cars and assign a price.
    • Most of the customers believe that the price they are paying is far lower than what they would have received otherwise.

    CarDekho Opportunity

    • Since the company has already launched its operations internationally, it can further expand its wings to other countries in order to increase its business operations.

    CarDekho Threats

    • Competition is getting very intense in this domain.
    • With startups like Spinny signing sports icon Sachin Tendulkar to promote their brand, it is critical for CarDekho to always look for new business opportunities in order to stay ahead of the competition.

    Conclusion

    The success of Car Dekho can be linked to its creative business strategy, customer-focused mindset, and efficient use of technology. Amit and Anurag Jain, the company’s creators, have successfully established a distinctive online marketplace that serves the requirements of automobile buyers and sellers throughout India. Car Dekho is in a strong position to take advantage of the prospects and increase its market share as the Indian auto industry grows.

    FAQ

    Is CarDekho a B2B or B2C?

    CarDekho operates as both B2B and B2C.

    Who owns CarDekho?

    CarDekho is owned by GirnarSoft, founded by Amit Jain and Anurag Jain.

    What is CarDekho?

    CarDekho helps users buy, sell, and compare cars, providing vehicle reviews, insurance, and financing options.

    How does CarDekho make money?

    CarDekho makes money through ads from car brands and dealers, lead generation fees, paid subscriptions (CarDekho Plus), commissions from loans and insurance, and used car sales at its Gaadi stores.

    What are CarDekho business model revenue streams?

    CarDekho’s revenue streams include advertising, lead generation fees from dealers, CarDekho Plus subscriptions, commissions from finance and insurance partners, and income from selling used cars through Gaadi stores.

    Is CarDekho profitable?

    Yes, CarDekho is now profitable. In FY 2024, the company posted a standalone profit of INR 37 crore (excluding exceptional items), marking its first full-year profit after an INR 143 crore loss in FY 2023. Consolidated losses also improved significantly, dropping from INR 562 crore in FY 2023 to INR 340 crore in FY 2024.

  • Garaaz Raises INR 4.55 Crore to Digitise and Organise Auto Spare Parts Market

    • Jaipur-based Garaaz is a SaaS and aggregator platform for the auto-tech industry, helping distributors and unorganised workshops with part identification, availability, and delivery.
    • The funds raised will be strategically deployed towards Garaaz’s aggressive expansion plans, deepening its R&D capabilities, and strengthening its Technological Innovation.
    • The company has grown 3X in the last 2 years with sales doubling in the last 12 months

    Garaaz, an Automobile spare parts aggregator, has raised INR 4.55 Cr in a seed round led by GVFL. The funds raised will be used to scale operations in other states, strengthen local distribution, partnerships, and on-ground teams, invest in technological innovation (R&D) and hire key talent across technology, sales, marketing, and operations. The company plans to set up a scalable customer support infrastructure and bring the unorganised workshops under their umbrella.

    The current capital raise will also enable Garaaz’s goal of becoming India’s leading digital ecosystem and most comprehensive online hub for automotive spare parts, seamlessly connecting stakeholders across platforms on a trusted and transparent platform. The key areas of expansion and funding plans include: technology development in order to enhance product & platform features, build robust backend systems and data infrastructure, invest in AI/ML for automation and decision intelligence to deliver a superior customer experience. Streamline procurement and logistics for better unit economics, invest in tools and systems to ensure last-mile delivery efficiency and finally to ensure data security, legal compliance, and scalable backend architecture in order to build trust and deliver quality products to the customers. Garaaz is bringing much-needed structure, efficiency, and clarity to a traditionally unorganised and unregulated market. 

    Mihir Joshi, Managing Director, GVFL, said, “India has come a long way in terms of online markets. Today, we can buy EV motorcycles on E-commerce platforms. However, the spare parts ecosystem for the auto industry is highly fragmented, with thousands of small distributors, middlemen, and local suppliers leading to inefficiencies and a lack of standardization, making it highly unreliable. Garaaz is addressing the issue by connecting key stakeholders—brands, distributors/retailers, and workshops—while fostering trust and transparency in a traditionally unorganized and complex market.”

    Founded in 2019 by Shaleen Agarwal with the aim to bring together multi-brand garages that can seamlessly discover, compare, and purchase from a catalogue of over 8 million parts spanning 25 leading car brands. Garaaz has doubled its sales in FY 24-25 vis-a-vis FY 23-24 and has grown 3X in the last 2 years. Offering features such as; parts discovery, inventory lookup, orders & schemes, account management, orders & CBO, sales & schemes, branch management, workshop management to distributors, OEMs, resellers, as well as manufacturers.

    Shaleen Agarwal, CEO & Founder, Garaaz said, “At Garaaz, we’re not just delivering spare parts — we’re powering the heart of India’s workshop economy. Every order, every delivery, every connection is backed by a tech backbone that scales trust, transparency, and efficiency across the aftermarket. Our mission is simple: make spare parts accessible, intelligent, and instant — with technology so seamless, it feels invisible.”

    India’s automotive aftermarket sector is projected to go up to $14 billion by 2028 from $10 billion in 2023,Gujarat-based presenting significant growth opportunities for companies like Garaaz to scale their operations. This expansive market presents significant opportunities for Garaaz to digitize and organize the fragmented workshop ecosystem, facilitating seamless access to genuine parts and fostering efficiency across the value chain.

    About Garaaz

    Garaaz is a Jaipur-based B2B automotive spare parts aggregator. Founded in 2019 by Shaleen Agarwal (CEO & Founder), Sahil Rally (CTO), and Varun Agarwal (COO), Garaaz operates as a SaaS-based solution facilitating the distribution of automotive spare parts. Connecting workshops to distributors of automobile spare parts, enabling sourcing and supply chain management. The platform provides a solution for distributors and workshops to purchase a wide range of car parts from genuine parts distributors.

    About GVFL

    GVFL is an Ahmedabad, Gujarat-based Venture Capital Fund. With over 150+ total investments and 90+ successful exits, It has been instrumental in nurturing and scaling innovative startups across various sectors. GVFL has a diverse portfolio, investing in sectors such as agritech, healthtech, fintech, deep tech, clean tech, defence tech, enterprise tech, and consumer brands.

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  • Curefoods: How is the Cloud Kitchen Startup Enabling Growth of Food Brands in India

    When the online food delivery market is seeing a rise in the country, there is another related sector that is rapidly peeking its way into the market. Cloud Kitchen, as a name, sounds familiar and strange at the same time, is a new concept in our country that was introduced somewhere around 2010. The popularity and demand for Cloud Kitchens have started soaring up after the COVID pandemic.

    Curefoods is one such Cloud Kitchen startup that was established to provide healthy and loving food to customers through its multiple brands. Utilizing the prevailing public admiration and anticipated future demand for Cloud Kitchens, Curefoods is marching on the path of growth and expansion.

    Here is the story behind the Curefoods Founders, Startup Story, Mission and Vision, Business Model, Revenue Model, Products, Funding and Investors, Competitors, and more.

    Curefoods – Company Highlights

    STARTUP NAME CUREFOODS
    Headquarters Bangalore, Karnataka, India
    Sector Food and Beverage Services
    Founder Ankit Nagori
    Founded 2020
    Website curefoods.in

    Curefoods – About
    Curefoods – Industry
    Curefoods – Founders and Team
    Curefoods – Mission and Vision
    Curefoods – Name and Logo
    Curefoods – Business Model
    Curefoods – Revenue Model
    Curefoods – Funding and Investors
    Curefoods – Shareholding
    Curefoods – Financials
    Curefoods – Mergers and Acquisitions
    Curefoods – Competitors
    Curefoods – Future Plans

    Curefoods – About

    Curefoods is an Indian Cloud Kitchen brand that was established in 2020. This startup was founded by Ankit Nagori and is headquartered in Bangalore. It aims at feeding people the food they love that remains nutritious and healthy at the same time. Curefoods has incorporated technology and modern solutions on all its fronts, like cooking, packaging, waste management, etc., to ensure its long-term sustainability in the market.

    The company operates through various brands under its control and is continuously expanding its business through acquisitions, mergers and funding. After its merger with Maverix in January 2022, Curefoods became the second-largest Cloud Kitchen brand in India.

    Curefoods – Industry

    The Indian food and beverage market is expected to develop significantly in the coming years, according to Maximize Market Research’s report, which also shows that the market is expected to expand significantly in size. The market is expected to grow at a strong Compound Annual Growth Rate (CAGR) of 11.05% from 2023 to 2029, when it is expected to reach nearly US $622.67 billion by 2029. The enormous potential and profitable prospects in the Indian food and beverage industry are highlighted by this forecast.

    The anticipated expansion highlights the nation’s shifting food patterns, rising levels of disposable income, and changing consumer tastes. With such bright futures, companies in this sector are well-positioned to benefit from India’s expanding need for a wide range of food and drink items.

    Curefoods – Founders and Team

    Ankit Nagori is the Founder of Curefoods.

    Ankit Nagori

    Ankit Nagori - Founder of Curefoods
    Ankit Nagori – Founder of Curefoods

    Ankit Nagori is the Founder of the Cloud Kitchen startup Curefoods. He was born in Bihar in October 1985 and holds a Bachelor’s degree from IIT Guwahati. Ankit founded another two startups namely, Youthpad.com and Simply Sport Foundation in 2007 and 2020 respectively. He is also a co-founder of Curefit. Earlier, between 2010 and 2016, he served as the Chief Business Officer of Flipkart.

    Ankit Nagori – Founder of Curefoods

    Curefoods – Mission and Vision

    Curefoods runs with a mission: “to make honest food that customers love.” It wanted to provide quality and healthy foods that people love sustainably.

    The company’s vision is to “build the ecosystem and grow with the suppliers.” For a sustainable operation, Curefoods believes in being eco-friendly and hence is working towards waste management and eco-friendly packaging techniques.

    Curefoods Logo
    Curefoods Logo

    The logo of Curefoods comes in a Deep Sapphire tint, where the name ‘Curefoods’ in all caps would be present in the middle.

    Curefoods – Business Model

    Curefoods follows the Thrasio-style model of business. Thrasio refers to the name of a company in the United States. This company acquires or collaborates with small and successful sellers on e-commerce platforms like Amazon and invests more in those companies to make them huge and well established under a single brand name.

    Curefoods follows a similar pattern and has acquired a lot of small food startups across the country. The main idea behind this is to provide people with multiple options to choose their food based on their choices. Curefoods receives orders, cooks them, and delivers them to your doorstep.

    Curefoods – Revenue Model

    CureFoods generates revenue through two primary streams: the sale of products and advertising/promotional services.

    Sales of Goods: CureFoods generates income through the sale of a wide variety of food and drink goods. These goods could be prepared meals, snacks, drinks, and ingredients for cooking.

    Consumers can buy these products straight from CureFoods’ website or through partnerships with retail stores. CureFoods is able to realize the full value of its products through the selling of these items at a profit over their cost of production.

    Advertising and Promotional Services: CureFoods uses its platform to provide food and beverage brands with advertising and promotional services in addition to product sales.

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    Curefoods – Funding and Investors

    Curefoods raised $6.6 million in a debt financing round from BlackSoil, Binny Bansal, and Caspian Investments in March 2025.

    The following contains the Curefoods funding in detail:

    Date Stage Amount Investors
    March 23, 2025 Debt Financing $6.6 million BlackSoil, Binny Bansal and Caspian Investments
    March 18, 2024 Series D round $25 million Three State Ventures
    April 6, 2023 Venture Rounds INR 300 crore Three State Capital
    April 6, 2023 Debt Financing – Three State Capital
    July 26, 2022 – – Nora Fatehi
    June 1, 2022 Series C $50 million Chiratae Ventures, Alteria Capital, Accel India, NB Ventures, Iron Pillar, Winter Capital
    April 6, 2022 Venture Round – Varun Dhawan
    January 12, 2022 Venture Round $49.3 million Accel, Chiratae Ventures, Binny Bansal, Iron Pillar, Sixteenth Street Capital
    January 12, 2022 Debt Financing $9.3 million Trifecta Capital, Alteria Capital and BlackSoil
    October 22, 2021 Debt Financing $10 million Trifecta Capital and Alteria Capital
    September 30, 2021 Venture Round $48.1 million Trifecta Capital
    August 24, 2021 Series A $12.2 million Kunal Shah, Binny Bansal, Iron Pillar, Nordstar, Lydia Jett

    Curefoods – Shareholding

    Curefood’s shareholding pattern as of February 2025, sourced from Tracxn:

    Curefoods Shareholders Percentage
    Ankit Nagori 28.7%
    Iron Pillar 7.7%
    Chiratae Ventures 6.3%
    Rockstone Ventures 4.2%
    Accel 3.6%
    Three State Capital 2.6%
    Global Ecommerce Consolidation Fund 1.7%
    RB Investments 1.4%
    Zephyr Peacock 1.4%
    Brand Capital 0.8%
    Sixteenth Street Capital 0.6%
    Alteria Capital 0.5%
    Shinhan Venture Investment 0.4%
    Nbventures 0.3%
    Rukam Capital 0.2%
    Rhodium Trust 0.2%
    Trifecta Capital 0.2%
    Singularity Ventures AMC 0.1%
    FPGA Family Foundation 0.1%
    LetsVenture 0.1%
    Curefoods Rulezero Angel Investors Trust 0.1%
    Pivot Investment Partners < 0.1%
    Qed Innovation < 0.1%
    Napatree Capital < 0.1%
    Potential Ventures < 0.1%
    Ananth Sankaranarayanan Family Trust < 0.1%
    BlackSoil < 0.1%
    EatFit 2.7%
    Horizon Techno 0.3%
    Allanasons 0.1%
    The Ski Bum < 0.1%
    Frigerio Conserva Allana < 0.1%
    Angel 1.7%
    Other People 0.1%
    ESOP Pool 4.5%
    Total 70.9%
    Curefoods Shareholding
    Curefoods Shareholding

    Curefoods – Financials

    Curefoods Financials
    Curefoods Financials
    Particulars FY24 FY25
    Revenue INR 585 crore INR 746 crore
    Expenses INR 807 crore INR 944 crore
    Profit/Loss INR -173 crore INR -170 crore

    EBITDA

    Particulars FY24 FY25
    EBITDA Margin -12.91% -7.48%
    Expenses/INR of OP Revenue INR -1.38 INR 1.27
    ROCE -23.34% -18.6%

    Curefoods – Mergers and Acquisitions

    Curefoods has acquired 6 companies to date.

    Here are the details:

    Company Name Date
    Yumlane Oct 30, 2023
    Frozen Bottle Mar 10, 2022
    Fingerlix Jan 27, 2022
    Ammi’s Biryani Oct 22, 2021
    CakeZone Oct 22, 2021
    Masalabox Food Networks Oct 22, 2021

    Curefoods – Investment

    CureFoods has made strategic investments in two companies. During its Seed Round, CureFoods invested INR 10 crore in Hogr on December 18, 2023. CureFoods first took part in a Corporate Round investment in Millet Express on May 1, 2023.

    With these investments, CureFoods is demonstrating its dedication to advancing innovation and growth in the food and beverage sector, as well as broadening its market presence.

    Curefoods – Competitors

    Curefoods has the following major competitors in the market:

    Rebel Foods

    Rebel Foods is considered to be the largest Cloud Kitchen brand in the world that does business in over 10 countries. Rebel Foods owns an online food delivery company, Faasos. This company excels in every aspect of its operation, like technology, branding, expansion, marketing strategies, etc. Rebel Foods has partnered with various international brands to firmly establish its business operations around the world.

    Biryani by Kilo

    Biryani By Kilo (BBK) is a biryani retail chain that is based in Gurgaon, Haryana. This startup is well-known for its aromatic biryani served in pots along with kebabs, korma, and the traditional phirni. BBK has expansion plans in and outside India.

    SLAY Coffee

    SLAY Coffee is a coffee chain that is the second-largest coffee brand in the country. This startup delivers its coffee through platforms like Swiggy and Zomato and is extremely well-rated among its customers.

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    Curefoods – Future Plans

    Picking up a global QSR brand name at this scale of the business serves to send a signal to investors on growth ambitions, making it work has been anything but easy. Curefoods and its multi brand approach remains to be tested, especially with profits still distant, and H1 of FY 26 will probably be a good time to evaluate if the firm has discovered a path to profitability.

    FAQs

    When was Curefoods India founded?

    Curefoods was founded in 2020.

    Who is the Curefoods founder?

    Ankit Nagori is the founder of Curefoods.

    What is Curefoods valuation?

    As sourced from Tracxn, Curefoods valuation is $451 million as of February 2025.

    Who are the Competitors of Curefoods?

    Top Competitors of Curefoods are:

    How is Binny Bansal connected with Cure foods?

    Binny Bansal is known as the Flipkart founder and a billionaire Indian investor and entrepreneur, who left the company in November 2018. Binny Bansal stands as an investor in Curefoods.

    What is Curefoods business model?

    Curefoods follows a cloud kitchen business model, operating multiple food brands under one roof. It acquires, builds, and scales food brands, leveraging a centralized kitchen network for cost efficiency. The company focuses on online food delivery, using digital platforms and strategic brand partnerships to drive growth.

    What are Curefoods products?

    Curefoods owns and operates multiple food brands in the cloud kitchen space, catering to various customer preferences. Its key brands include EatFit (healthy meals), Sharief Bhai Biryani and Aligarh House Biryani (biryani and Mughlai cuisine), MasalaBox (home-style meals), Yumlane (ready-to-eat pizzas), CakeZone (cakes and desserts), and Nomad Pizza (artisanal pizzas). These brands primarily focus on online food delivery through platforms like Swiggy and Zomato.

    What are Curefoods locations?

    Curefoods operates across major Indian cities, including Bengaluru (HQ), Delhi NCR, Mumbai, Hyderabad, Chennai, Pune, and Kolkata. It has expanded into Tier-1 and Tier-2 cities through a network of cloud kitchens, serving customers via online food delivery platforms.

  • Daily Indian Funding Roundup & Key News – 30 June 2025: Infra.Market Bags $150M, Jumbotail Turns Unicorn, Torrent Pharma Strikes ₹25,689 Cr Deal

    Indian startups raised fresh funding across various sectors on 30 June 2025. From large growth rounds to early-stage deals, the day saw strong investor interest in infra-tech, agri-tech, AI, and more. Here’s a quick look at the companies that secured funding.

    Daily Indian Startup Funding Digest – 30 June 2025

    Startup Amount Raised Funding Round Lead Investor(s) Sector
    Infra.Market $150 million Debt Mars Growth Capital & Liquidity Group InfraTech
    Eggoz $20 million Series C Omnivore, NABVENTURES, others AgriTech (Eggs)
    Aukera $15 million Series A Peak XV Partners Lab-Grown Diamonds
    Jumbotail $120 million Series D Invus, Nexus Venture Partners B2B E-commerce
    Blostem ₹4 crore Seed AC Ventures B2B fintech infra

    Infra.Market Raises $150 Million in Debt from Mars Growth Capital and Liquidity Group

    B2B construction solutions platform, Infra.Market has secured $150 million in debt financing. The funding came through a partnership between Mars Growth Capital and Liquidity Group, aimed at fuelling Infra.Market’s expansion into global markets and supporting its working capital needs. The company, already a unicorn, continues to be a key player in India’s infrastructure tech space.

    Eggoz Nutrition Closes $20 Million Series C Round

    Brand offering farm-fresh eggs with a tech-integrated supply chain, Eggoz Nutrition raised $20 million in its Series C round. The round was co-led by Omnivore and NABVENTURES, with participation from existing backers Avaana Capital, Bellerive Capital, and others. Eggoz aims to expand its footprint across India and enhance cold-chain logistics.

    Aukera Secures $15 Million in Series A Funding Led by Peak XV Partners

    Aukera, a lab-grown diamond brand targeting global luxury buyers, raised $15 million in a Series A round led by Peak XV Partners. The funds will be utilised to strengthen product innovation, grow global brand presence, and build direct-to-consumer channels. This marks a significant boost for India’s emerging sustainable luxury sector.

    Jumbotail Becomes Unicorn After $120 Million Series D Round

    B2B e-commerce platform Jumbotail has entered the unicorn club following a $120 million Series D funding round. The round was led by Invus, with continued participation from Nexus Venture Partners, Kalaari Capital, Arkam Ventures, and others. Jumbotail enables grocery and FMCG supply for kirana stores across India.

    Blostem Raises INR 4 Cr in Seed Round Led by AC Ventures

    Blostem, a B2B fintech infra startup for fixed deposit distribution, raised INR 4 crore in seed funding. The round was led by AC Ventures, with participation from Mobikwik and Kapil Bharti of Delhivery. The startup enables digital FDs via a single API and plans to expand its savings product offerings.

    Key News Highlights – 30 June 2025

    MobiKwik Appoints Saurabh Dwivedi as CTO, Dhruv Wadhera as SVP

    Fintech firm MobiKwik has announced two key leadership changes.

    • Saurabh Dwivedi has been promoted to Chief Technology Officer (CTO).
    • Dhruv Wadhera has been elevated to Senior Vice President (SVP), Marketing and Growth.

    These appointments aim to strengthen MobiKwik’s tech and marketing leadership as it prepares for further growth in the digital finance space.

    Zomato’s Deepinder Goyal Plans Regional Aviation Venture with LAT Aerospace

    Zomato CEO Deepinder Goyal is reportedly venturing into regional aviation in partnership with LAT Aerospace. The new airline is said to focus on improving air connectivity in underserved Indian regions. This is a separate initiative by Goyal and not linked directly to Zomato.

    Torrent Pharma to Acquire Controlling Stake in JB Pharma at INR 25,689 Crore Valuation

    Torrent Pharmaceuticals will acquire a controlling stake in JB Chemicals & Pharmaceuticals Ltd (JB Pharma). The deal values JB Pharma at ₹25,689 crore, and the stake will be bought from KKR & Co. This acquisition marks one of the biggest deals in India’s pharmaceutical sector this year.

    Starlink (SpaceX) and Amazon’s Project Kuiper have signed their first satellite broadband agreements with Indian entities. This marks a major step ahead of the Indian government’s expected satellite spectrum allocation. These early agreements will help both companies begin the groundwork for satellite internet rollout in India.

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  • Genpact Addresses Employee Concerns, Clarifies 9-Hour Workday Policy

    Genpact has informed a media house that the company observes a 9-hour workday, not a 10-hour one as previously suggested, in response to internet criticism of claims of a 10-hour workweek.

    However, Genpact refused to provide more information about the policy and did not reply to any further media queries. With effect from June 1, Accenture has formally extended its corporate function (marketing, human resources, and other areas) workday from 8 to 9 hours.

    Nonetheless, Accenture’s workweek is limited to 45 hours, in accordance with all state government regulations. While HCL adheres to a regular 9-hour workweek, Infosys expects employees to clock in for 9 hours and 15 minutes every day.

    Genpact’s Employees in a Confused State

    There is a climate of mistrust and misunderstanding among Genpact’s employees. If formal leadership had announced the longer hours rather than direct management, workers would have felt more comfortable.

    After the commotion, many had hoped that the corporation would rethink the decision, but as of right now, it appears that they have no such plans. Additionally, according to reports, Genpact has implemented a mechanism to monitor daily productivity by recording employees’ “active hours”.

    When employees perform the required amount of hours each day, they receive points, which can be exchanged for little bonuses. Employees contend that the bonuses are insufficient to make up for the extra effort, particularly in the absence of a salary increase.

    Employees’ Mental and Physical Health at Stake

    Employees and human resource specialists worry about the possible harm to workers’ productivity and mental health as a result of such a demanding schedule.

    Employee well-being will suffer if this trend becomes widespread in the sector. These worries stem from the growing pressure on India’s IT-BPM industry to maximise profits in the face of rapid automation and uncertainties in the global economy.

    However, experts caution that long-term employee loyalty and brand reputation may suffer in order to achieve short-term cost savings. Genpact’s leadership’s lack of transparency is currently escalating the unrest.

    According to Indian labour laws, the typical workweek is limited to 48 hours, with any extra hours being eligible for overtime pay at double the ordinary rate, said Sanketh Chengappa KG, director and business head – professional staffing, Adecco India, in response to a media question.

    Even though these rules aren’t usually strictly enforced for white-collar jobs, the contemporary drive for longer workdays has sparked a renewed discussion about worker rights, mental health, and fair compensation—especially when productivity targets are already being reached.

    The Karnataka government recently proposed employment reforms that will increase the number of working hours to ten per day while maintaining the 48-hour weekly restriction.

    Santhosh Lad, the Karnataka labour minister, said last year that the IT sector was pressuring the state government to pass legislation allowing software developers to work up to 14 hours a day.

  • Home Depot business model: How The Home Depot Makes Money?

    The largest home improvement retailer in the world, The Home Depot is based in Cobb County, Georgia, at the Atlanta Store Support Centre. It provides a wide selection of tools, construction supplies, appliances, and services. The Home Depot is a reliable source for both professional contractors and DIY enthusiasts, with thousands of big-box stores in the United States, including all 50 states, the District of Columbia, Puerto Rico, the US Virgin Islands, and Guam, as well as in all ten provinces of Canada and Mexico.

    About The Home Depot
    The Home Depot’s Business Model
    How The Home Depot Makes Money?
    USP of The Home Depot
    SWOT Analysis of The Home Depot

    About The Home Depot

    Established in 1978, The Home Depot is a model of industry leadership, with its business model strongly rooted in the idea of offering a comprehensive one-stop shop for all home renovation needs. The company’s skill in implementing an omnichannel strategy is demonstrated by its ability to combine physical retail with a robust online presence. By providing in-store pickups, online purchases, and delivery services, this approach not only increases convenience but also improves the whole consumer experience.

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    The Home Depot’s Business Model

    By combining physical retail with a strong online presence, The Home Depot’s business model is based on the idea of being a one-stop shop for all home renovation needs. This omnichannel strategy improves accessibility and convenience by enabling customers to buy products directly online, choose in-store pickup, or have items delivered to their homes. To set itself apart in the cutthroat industry, the business also provides installation services for a range of goods, such as water heaters, cabinets, and flooring. Additionally, in order to increase customer happiness and optimise operations, The Home Depot uses cutting-edge technology, including data analytics, integrated supply chains, and inventory optimisation.

    How The Home Depot Makes Money?

    How The Home Depot Makes Money?
    How The Home Depot Makes Money?

    The Home Depot has a diversified business strategy that includes the selling of a wide range of professional services and home improvement products.

    • Generating Revenue Through Online as well as Retail Stores- The business benefits from both retail and online sales, with in-store transactions accounting for a sizable portion of revenue and its internet platform contributing more and more.
    • Generating Revenue Through Pro Loyalty Programme- With its Pro Loyalty Program, which offers special discounts and incentives, The Home Depot supports repeat business by providing contractors and builders with professional-grade products and materials.
    • Generating Revenue by Maintaining Large Product Line and Value Added Services- The Home Depot maintains a wide range of products, competitive pricing, and value-added services to guarantee a consistent and increasing income stream, thereby solidifying its dominant position in the retail home improvement sector.

    USP of The Home Depot

    The Home Depot’s skill in implementing an omnichannel strategy is demonstrated by its ability to combine physical retail with a robust online presence. By providing in-store pickups, online purchases, and delivery services, this approach not only increases convenience but also improves the whole consumer experience.

    SWOT Analysis of The Home Depot

    SWOT Analysis of The Home Depot
    SWOT Analysis of The Home Depot

    Strengths

    • Being the biggest retailer of home improvement products, Home Depot gains more from economies of scale than its rivals.
    • Home Depot has the largest selection in the retail home improvement industry. Customers may get all the distinctive home renovation supplies they need in one place, including tools, building materials, fixtures, fasteners, furnishings, and much more.
    • Home Depot constantly aims to improve the shopping experience for its customers and has fostered a culture of excellence in customer service.

    Weaknesses

    • For The Home Depot, the Mexican market is uncertain, and both the US and Canada are maturing. Because of this, Home Depot’s overreliance on North America is a serious vulnerability.
    • An employee at Home Depot was fired in 2018 for requesting an emergency break due to a handicap. The company’s reputation was damaged when it was compelled to pay $100K to resolve the dispute.
    • eCommerce was implemented by The Home Depot later than the majority of its rivals. Consequently, a great deal of growth potential was lost by not implementing eCommerce sooner.

    Opportunities

    • Beyond North America, Home Depot ought to consider entering developing nations like China, India, and others that have countless chances for long-term, steady growth.
    • The corporation has an advantage over rivals like Lowe’s because of its recent internet push. This indicates that if it boosts online sales, it has enormous development potential.
    • The Home Depot has the opportunity to collaborate with local Chinese home improvement retailers in emerging markets who possess a comprehensive understanding of the marketplace, following its failure in China.

    Threats

    • The rate at which Lowe’s is catching up to Home Depot is concerning. Additionally, Home Depot’s market share is seriously threatened by Amazon.
    • Since lumber makes up about 18% of Home Depot’s overall income, the price of lumber has decreased dramatically over the last two years, which has had a huge impact on the company.
    • A significant operational risk to Home Depot’s success is labour disputes. Due to its vast workforce, the company is vulnerable to labour interruptions such as strikes.

    Conclusion

    Home Depot’s substantial market dominance, wide range of product options, and commitment to sustainability and customer service have all contributed to its status as a leader in the worldwide home improvement retail sector. The company’s strategic focus on e-commerce, global expansion, and improving the customer experience brings up significant potential opportunities despite challenges such as regional concentration, reliance on the housing market, and the need for digital transformation. Home Depot needs to use agility and strategic insight to overcome challenges, including intense competition, economic downturns, and changing consumer preferences, if it is to maintain its market leadership.

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    FAQs

    What is The Home Depot known for?

    The Home Depot is the world’s largest home improvement retailer, known for offering a wide selection of tools, construction materials, appliances, and services to both DIY homeowners and professional contractors.

    Where is The Home Depot headquartered?

    The Home Depot is headquartered in Cobb County, Georgia, at the Atlanta Store Support Centre.

    How does The Home Depot make money?

    The Home Depot generates revenue through both physical retail and online sales, professional installation services, and its Pro Loyalty Program, which caters to contractors and builders with exclusive deals and bulk pricing.

    What is The Home Depot’s business model?

    The Home Depot operates on an omnichannel retail model, combining in-store shopping, online orders, and delivery or pickup options. This one-stop shop strategy enhances convenience and the overall customer experience.

  • Walko Food Scoops Up Meemee’s Ice Creams to Sweeten its Artisanal Dessert Game

    With the acquisition of Mumbai-based Meemee’s Ice Creams, Walko Food Company—owner of well-known ice cream brands like NIC Ice Creams, Grameen Kulfi, and Mimo Ice Creams—marked a calculated entry into India’s artisanal dessert market.

    The business did not, however, provide the deal’s financial details. According to a statement from Walko, the acquisition will enable it to provide a variety of goods to its clientele under Meemee’s house brand.

    Additionally, the agreement will enable it to diversify into rollies, tubsters, ice cream cakes, and toasties. With the aid of Walko’s extensive supply chain network, the acquisition will propel Meemee’s growth and visibility throughout India.

    Network and Financial Dynamics of Both the Firms

    The Walko Food Company was established in 2012 by Jitendra Bhandari and Sanjiv Shah and sells a variety of goods, including shakes, kulfis, frozen desserts, and ice creams. Cream Pot & Café Chokolade are also part of the direct-to-consumer (D2C) ice cream brand’s house of brands.

    The Pune-based startup sells its goods on foodtech platforms like Swiggy and Zomato through more than 200 company-owned delivery kitchens and maintains a pan-India supply chain. Additionally, it sells its goods using fast commerce platforms like Zepto and Blinkit.

    As per the financial year 2023-24 (FY24) standalone financial statement obtained from Tofler, Walko’s operating revenue increased to INR 2.40 Cr from INR 1.20 Cr during the previous fiscal period.

    Despite a loss of INR 8 lakh in FY23, Walko was able to generate a net profit of INR 4.04 cr during the year under review due to its expanding topline. Meha Agarwal established Meemee’s, a local ice cream company based in Mumbai, in 2021. Its website states that there are roughly 14 retail locations in Mumbai where the ice creams are sold.

    Moreover, over a year has passed since Walko Food Company received $20 million from Jungle Ventures. In 2023, Jungle, a current investor in the D2C firm, also contributed $11 million to Walko.

    Ongoing Developments in India’s Ice Cream Sector

    At the moment, the ice cream market in India is growing. Hocco and Go Zero, two other D2C companies in the same market, also raised money earlier this year to help with their expansion and growth.

    Hocco was able to acquire $10 million from the Chona family office and Sauce.vc, while Go Zero received INR 30 Cr (about $4 million) from its Series A round from current investors Saama Capital, V3 Ventures, and DSG Consumer Partners.

    According to a number of media sources, Hindustan Unilever declared in January that Kwality Walls, its ice cream vertical, would soon be listed on the BSE and NSE.

    Among others, Walko faces competition from Go Zero, Hocco, NOTO, Get-A-Way, and The Brooklyn Creamery for a piece of India’s expanding ice cream market, which is expected to reach $12.60 billion by 2033.

  • Starlink & Amazon Strike First Satellite Broadband Deals in India Ahead of Spectrum Showdown

    According to a media report, US satellite companies Starlink and Amazon Kuiper have inked their first commercial agreements with VSAT providers in India.

    This step marks a significant step towards the establishment of government and business satellite broadband services before satellite spectrum is formally allotted.

    Through these collaborations, the low-Earth orbit (LEO) satellite broadband companies hope to make money from their products in the business-to-business (B2B) and business-to-government (B2G) markets. At the same time, they are getting ready to cater to the retail consumer market, whose price structures are still being decided.

    According to the media source, Amazon and Starlink have been attempting to establish collaborations in India. With an emphasis on the B2B and B2G markets, they have already found a few VSAT partners in India and are actively seeking more. They aim to make the best use of their India potential. Hughes Communications, Nelco, and Inmarsat are a few of the major VSAT providers in India.

    Eutelsat OneWeb will use a sell-through strategy through Indian partners, and both Starlink and Amazon Kuiper want to compete directly with it in both the enterprise and retail sectors.

    Hybrid Model go to Market for India

    According to a media report, Kuiper and Starlink are pursuing a hybrid go-to-market strategy in India. In addition to providing services directly, they are forming alliances to market through other partners.

    For example, Starlink has previously established a sell-through model collaboration with Reliance Jio and Airtel. According to the report, Starlink would soon start providing connections to customers directly through its website.

    In the same way, Kuiper will not depend on a single master distributor or handle everything on their own. This strategy was chosen because India is a adverse and new market.

    Bank branches, ATMs, remote petrol stations, warehouses, retail chains, cellular backhaul, maritime and in-flight connectivity, and defence infrastructure are among the common applications for VSAT service providers, all of which stand to gain from higher-bandwidth LEO-based upgrades.

    In terms of regulatory advancement, these changes put Starlink on par with Jio Satellite and Eutelsat OneWeb. Last month, it was granted a Global Mobile Personal Communications by Satellite (GMPCS) licence, making it the third business in India permitted to provide commercial satcom services.

    Although Starlink currently has a GMPCS permit, it has not yet received its IN-SPACe approval. According to a media report, Starlink has received a draft agreement from the Indian space regulator that is anticipated to be signed shortly.

    Additionally, Starlink will receive trial spectrum from the Department of Telecommunications (DoT) in exchange for completing security compliance demonstrations.

    Jyotiraditya Scindia, the minister of communications, met with senior executives from SpaceX, the parent firm of Starlink, a few days ago to explore joint venture possibilities for using satellite technology to fuel India’s digital infrastructure.

    Amazon Kuiper is now pending IN-SPACe and GMPCS certifications. The business has finished all necessary operational and security audits, and the next meeting of the interministerial standing committee is probably when its application will be examined.