Physical + digital membership
Academy families, schools, clubs, employers and neighbourhood households join through programmes, local events, parent forums, volunteer activities and an opt-in app account.
INVESTOR MICROSITE · BENGALURU
One flagship.
Ten satellites.
One connected community.
Orienting Academy combines sports, learning, arts, professional skills, after-school care, family services, leadership, hospitality and higher education, with Immersive Sports Simulation and digital sports platforms as additional technological initiatives — anchored by a proposed 70-bed Sports Medicine & Community Hospital at the flagship and a residential-capable satellite network designed to scale the brand across Bengaluru in three years.
5 acresFlagship concept
4+Starting age
36LA28 Olympic sports in pathway
70 bedsFlagship sports medicine + community hospital
THE MODELMOVE · LEARN · LEAD · LIVE · CREATEFlagship depth + neighbourhood reach
THE ORIENTING MISSIONDiscover ability. Build confidence.
Discover ability. Build confidence.
Realise potential. Serve the community.
To create flexible, relevant and engaging learning experiences that help individuals and teams discover their capabilities, develop freedom, boldness and strength, align with their goals, and turn competence and passion into meaningful progress.
Experiential learning
Connect activities, reflection and real-world practice with technology, mentoring, coaching and talent development—building communication, teamwork, leadership and readiness for the future.
From childhood to professional life
Enable children aged four and above to explore sports, arts, academics and practical skills in a safe, mentored environment, with pathways into careers, vocations, entrepreneurship and lifelong learning.
Progress together
Connect households, schools, businesses and local partners through physical places and the Orienting app, translating participation into a lasting, trusted community.
ORIENTING LOYAL COMMUNITY & MARKETPLACEA community first.
A community first.
A marketplace built on trust.
Build relationships at the flagship and satellites, continue them through the Orienting app, and introduce useful services when engagement and partner quality justify expansion.
Earn repeat engagement
Schedules, learning pathways, community groups, local service discovery and clear loyalty benefits provide reasons to return. Community membership and premium software have distinct benefits.
Buy useful services
Verified merchants provide retail, FMCG, sports goods, household services, hospitality and business procurement online and at campus counters. Digital and physical purchases share one order record.
Learn and reinvest
Use consented research and aggregated feedback to improve access, programme design and service quality. Retained cash helps fund the next validated initiative.
Households & community
Everyday retail and FMCG, sports equipment, local services, learning and vocation discovery. Healthcare is offered through service information, appointments and care navigation; no patient-referral commission is assumed.
Businesses & institutions
Verified procurement, employee services, local supplier discovery, club/school partnerships and community engagement. Business buyers and merchant subscribers are different roles in the model.
Flagship & satellite retail
Partner-operated sports and household-service counters, product demos and assisted app orders. The base case recognises net commissions, not the merchants’ full product sales.
Community adoption targets
Mature funnel: 60,000 registered households → 30,000 monthly active → 12,000 purchasing households. These are bottom-up targets, not measured users or a claimed market share. Monthly active and purchasing figures in the table are annual average equivalents derived from the phased model; registrations are year-end targets. Purchase spend is split across eligible third-party categories, not repeated for each category.
Revenue discipline: ₹49.92 Cr of mature third-party GMV at base pricing is not Orienting revenue. Revenue comprises 12% household commissions, 6% business commissions, voluntary membership, merchant services and commissioned studies. Own academy, hospital, food and stay bookings are counted in their original segments only. Refund, rewards, acquisition, support, cloud and research costs are explicitly budgeted.
COMMUNITY INSIGHTS & SERVICE IMPROVEMENT
Study what makes the community thrive
A dedicated research, data-science and privacy team combines opt-in surveys, service feedback and aggregated operational patterns to guide better decisions across the Orienting ecosystem.
Healthcare
Understand access barriers, preventive-health participation, service waiting times and continuity of care. Clinical decisions remain with qualified professionals.
Hospitality
Study guest needs, accessibility, food preferences, service quality and seasonality to improve stays, cafeterias and dining.
Learning
Measure engagement, programme completion and learner support needs to improve curricula, coaching and mentoring.
Sports
Analyse participation, facility use and coaching outcomes to improve access, scheduling and skill pathways.
Vocations
Map voluntarily reported skills, training interests and employer demand to improve career guidance and job readiness.
Household & business services
Use community feedback to identify unmet needs, merchant quality issues and service gaps before introducing new categories.
The model includes 24 commissioned service-improvement studies per mature year at ₹5 lakh each, with six research/data/privacy roles and a fieldwork budget. Research fees buy a defined study and deliverables—not access to identifiable customer records. Internal improvements do not create additional revenue.
Data-use design: clear purpose and consent, limited collection, parental controls for child-related information, role-based access, retention limits and aggregated/de-identified reporting. Do not sell personal health records or children’s profiles. Global SaaS and research require country-specific privacy and contractual review before launch; no universal compliance claim is made.
01 · INVESTMENT THESISBuild the institution at the centre.
Build the institution at the centre.
Distribute the experience around it.
Flagship = capability
The 5-acre flagship holds complex infrastructure, specialist coaches, residential services, senior living, high-performance sport and a proposed 70-bed Sports Medicine & Community Hospital serving both the academy ecosystem and the local catchment.
Satellites = access
Leased neighbourhood centres bring after-school care, academics, sports, arts and routine child residential provision closer to homes and schools.
Network = defensibility
Shared curriculum, CRM, safeguarding, coach/tutor training, brand, procurement and performance data create an operating system that competitors struggle to reproduce.
02 · FLAGSHIP CAMPUS
The large-format Orienting Academy
Designed as the full-stack family, sports, learning and living campus — not merely a sports academy.
2.0–2.2 acMulti-sport fieldFootball · cricket · rugby · flag football · lacrosse
0.45–0.60 acHockey / syntheticHockey5s · skills · small-sided games
0.35–0.45 acCricket netsAcademy · rental · school use
Covered buildingIndoor + learningRacquet · martial arts · gymnastics · academics · arts
Family wingAfter-school + residentialChildren · grandparents · dining · health
MOVE
All-sport discovery, specialist pathways and Olympic-sport access through on-site, hybrid and partner delivery.
LEARN
Homework, tutoring, STEM, Olympiad, study skills and academic finishing school.
LEAD
Experiential leadership for children, schools, corporates and NGOs.
LIVE
After-school care, food, residential services, family membership, grandparents village and referral access to the flagship hospital.
SIMULATE
Proposed Immersive Sports Simulation for realistic practice, interactive learning and coach-led performance feedback. Explore the initiative →
CREATE
Western classical music, painting, pottery, carpentry, cooking, theatre, digital arts, robotics and entrepreneurship.
EVENING INFRASTRUCTURE ECONOMY
Sport, play, performance & celebration
After 7 PM, selected sports infrastructure serves corporate teams, professionals and leagues. Children’s play zones, trampoline studios, theatre and concert facilities add daytime and early-evening activity windows, with separate event access.
Sports & active play
Flagship and satellite sports hire, supervised children’s play zones and trampoline studios, with age-appropriate sessions and dedicated safety staff.
Theatre & concerts
Performances, rehearsals, school productions and concerts. Revenue is modelled as venue hire, with event-day capacity reserved separately from academy and college usage.
Birthdays & other parties
Birthday celebrations, family functions, alumni gatherings and corporate celebrations. Venue/activity packages, separately sold catering and room stays are recorded in their respective businesses.
The revenue model reserves 100 theatre/concert event-days and 180 party bookings annually. Public play admission excludes admissions bundled into party packages. Adult evening access is separated from child and residential zones.
04 · FLAGSHIP HEALTHCARE
70-bed Sports Medicine & Community Hospital
A proposed hospital inside the flagship ecosystem — designed to serve athletes and academy families while also functioning as a neighbourhood healthcare facility for the surrounding catchment.
PROPOSED CAPACITY70 beds
Separate clinical planning, capex, staffing and licensing workstream.
POSITIONINGSports + Community
Performance medicine is the differentiator; local general healthcare broadens utilisation and relevance.
FINANCIAL TREATMENTSeparate P&L
Hospital revenue, capital investment, staffing and operating costs are included as a dedicated segment in the consolidated projections below.
Sports medicine core
- Sports physician / orthopaedic assessment
- Musculoskeletal and injury clinics
- Physiotherapy and rehabilitation
- Strength, return-to-play and performance testing
- Imaging / diagnostics subject to final clinical design
- Concussion, overuse and growth-related sports care pathways
Community healthcare
- 24/7 emergency / urgent-care capability in the final clinical model
- General medicine and family health
- Paediatrics and adolescent health
- Geriatric and chronic-care support
- Diagnostics, pharmacy and preventive health
- Day-care / short-stay services subject to final speciality mix
Academy integration
- Pre-participation and annual health screening
- Injury triage for academy athletes
- Physio-to-coach return-to-play protocol
- Nutrition, recovery and sports-science linkages
- Grandparents health monitoring and referrals
- Satellite referral network to flagship specialists
Masterplan implication: adding a 70-bed hospital materially changes the original 5-acre land plan. The next architectural study must test permissible FAR/FSI, hospital footprint and vertical stacking, emergency/ambulance circulation, fire-tender access, parking, utilities, biomedical waste, oxygen/medical gases and separation between public hospital traffic and child-residential zones. Additional land may be preferable if these requirements cannot be met safely.
Karnataka registration
Private hospitals in Karnataka operate under the Karnataka Private Medical Establishments framework; the final speciality mix and bed plan require formal registration and approvals.
NABH quality framework
A 70-bed hospital falls in the >50-bed category typically addressed by NABH's full hospital accreditation programme. NABH's emergency certification benchmark for 51–100-bed hospitals specifies at least four emergency beds for that certification programme.
Investment gate
Hospital revenue is now included in the planning base case, alongside dedicated capital and operating costs. Investment release remains subject to the healthcare market study, clinical plan, equipment/MEP quotes and regulatory diligence. These are projected revenues, not confirmed contracts.
SATELLITE NETWORK
10 residential-capable academies by Month 36
Satellite investment begins after Month 12: two centres open in Month 19, five cumulatively in Month 25 and ten by Month 36. Each cohort has its own utilisation ramp.
MONTH 192
Validate the larger format, day programmes and supervised residential operations.
→
MONTH 255
Add three sites; build cluster staffing, transport and parent services.
→
MONTH 3610
Add five sites; deepen flagship training and sports-medicine referrals.
Satellite format
- 15,000 sq. ft. to 1.5 acres (65,340 sq. ft.)
- Leased sites; no satellite land purchase
- Routine child residential provision
- Sports, academics, arts and after-school programmes
- Separate residential staff and night supervision
- Shared Orienting curriculum, CRM and safeguarding
Residential capacity
Planning case: 60 beds per large-format site, with 75% mature occupancy. The 60-bed layout is not assumed feasible on every 15,000 sq. ft. site; suitability, built area and permissions determine the actual capacity.
Boarding is charged separately from tuition. Food, wardens, welfare, housekeeping and night security are included in its costs.
Two transparent cost centres
Day programmes and routine residential services have separate revenue, asset, payroll and cost schedules. Their combined totals appear in the group model without adding the same tuition twice.
Inspect both segments →05 · PROGRAM UNIVERSE
From sport to art to professional readiness
FootballCricketHockeyAthleticsBadmintonBasketballGymnasticsTable TennisTennisCombat SportsClimbingArcheryOlympic discoveryPartner water sportsImmersive Sports Simulation · proposed
Flagship pathway includes all LA28 Olympic sports; satellites carry high-demand and space-efficient disciplines plus referral pathways.
Homework LabMath & ScienceLanguagesSTEMOlympiadStudy SkillsLearning SupportCareer Orientation
Western Classical MusicPianoViolinVoicePaintingDrawingPotteryCeramicsCarpentryWoodworkingCookingDanceTheatre
RoboticsMaker LabDigital DesignPhotographyFilm & MediaPublic SpeakingEntrepreneurshipFinancial LiteracyPortfolio LabInternship Readiness
After-schoolExtended DayMeal PlansTransportFamily MembershipGrandparentsCafePhysioHealth ScreeningResidential — flagship & satellites
ADDITIONAL TECHNOLOGICAL INITIATIVE · PROPOSED
Immersive Sports Simulation
A technology-led extension of Orienting Academy’s multi-sport setup in Bengaluru, bringing realistic sporting environments, physical movement and interactive coaching together to help participants learn, practise and play.
Step into the sport
The concept combines immersive visual environments, spatial sound and motion sensing to recreate sporting situations. Configurable match scenarios would allow participants to practise timing, positioning and decision-making in repeatable sessions.
Turn practice into insight
Proposed sensor-based movement tracking, AI-assisted analysis and coach-reviewed feedback would support skill development. Sessions would connect simulator practice with on-field coaching, using progress records to guide individual learning goals.
Make sport more accessible
Planned applications include introductory sport experiences, structured academy training, school programmes and corporate team activities. Sessions would be tailored to participant age, ability and the suitability of the equipment.
Proposed integration with Orienting
Prototype and validate: develop a focused demonstrator and test realism, usability and coach value. Flagship pilot: introduce supervised sessions following technical and operational validation. Selective expansion: evaluate compact formats for suitable satellite centres based on space, demand and pilot results.
Development-stage initiative. Equipment, space requirements, delivery partners and rollout timing will be determined through feasibility and pilot work. Dedicated capital costs, operating costs and paid-session revenue are now included in the financial projections below. The base case assumes four simulator bays and paid half-hour sessions; the financial controls let you test utilisation and pricing.
PHASE 1 · DOMESTIC & GLOBAL TECHNOLOGYOrienting technology.
Orienting technology.
Built for our sites. Licensed to the market.
Navigation, sports management, CRM and participant services form a cloud-based SaaS platform. Internal use tests workflows; external B2B organisations and B2C subscribers create separately modelled income.
Orienting Navigation
Learning and sports pathways, goals, programme discovery, scheduling, campus navigation and progress guidance. The app connects individuals with opportunities and community services.
Sports management & CRM
Coach and facility scheduling, teams, fixtures, attendance, enquiries, trials, memberships, parent communication, payments and reporting for schools, academies and clubs.
SaaS & cloud licensing
Annual organisation licences, annual consumer subscriptions, enterprise implementation and integrations. Multi-tenant cloud delivery with secure access, support, localisation and monitored usage costs.
| Market | Offer & buyers | Mature paying target | Annual price assumption | First market availability target |
|---|---|---|---|---|
| Domestic B2B | Schools, clubs, academies, employers | 250 organisations | ₹2.4 lakh / organisation | Month 7 |
| Global B2B | International schools, clubs & enterprise partners | 60 organisations | ₹6 lakh INR-equivalent | Month 19 |
| Domestic B2C | Adult/household premium app accounts | 10,000 accounts | ₹2,400 / account | Month 7 |
| Global B2C | International premium app accounts | 2,000 accounts | ₹6,000 INR-equivalent | Month 19 |
Availability dates are planned commercial releases, not claims that these products are live today. Internal flagship pilots precede external rollout. The B2B licence bundles the relevant modules; the previous standalone-module revenue is replaced, not added. B2C subscriptions do not include a second charge for the same marketplace membership benefits. Global prices are INR-equivalent planning inputs, not currency forecasts.
Customer acquisition, renewal and cost assumptions
Domestic B2B target: 2,500 qualified prospects × 10% conversion = 250 paying organisations. Global B2B: 600 qualified prospects × 10% = 60. B2C targets imply 5% paid conversion from 200,000 domestic and 40,000 global registered app accounts. These are funnel targets, not measured market size; free registrations generate no subscription revenue.
The mature targets are average active paying accounts. A planning renewal rate of 85% for B2B and 75% for B2C requires replacing approximately 47 organisations and 3,000 consumer subscriptions annually just to maintain that base. Growth and replacement acquisition must fit the ₹1.2 Cr mature annual sales/channel budget plus dedicated sales payroll; cohort retention and actual acquisition cost must be validated before expansion.
Cloud/AI usage, payments and app distribution, localisation, security, engineering, customer success and global sales are costed in this segment. Marketplace commerce and research teams are separate. The model does not count internal site licence charges, free users, prospective customers or marketplace GMV as SaaS revenue.
KITCHEN, CAFETERIA & DINING
One food ecosystem. Distinct businesses.
A central kitchen supports the academy and residential community, while external hospital and corporate cafeteria contracts create a separate revenue stream. Campus restaurants and a food court offer everyday dining and fine dining on the 5-acre property.
Academy nutrition
Meals for children, residents and the academy’s own hospital are allocated at cost to those operations. No internal meal sales inflate group revenue.
External cafeterias
Contract meals for corporate offices and third-party hospitals, plus separately contracted event catering. Base case: 3,000 corporate and 1,000 external hospital meals daily.
Restaurants & food court
Owner-operated casual dining and fine dining. Base case: 300 casual and 80 fine-dining covers daily; no simultaneous recognition of tenant turnover and rental income.
PROFESSIONAL TRAINING & HOSPITALITY
Stay, train, recover & lead
An 80-room accommodation concept targets at least 3-star requirements for individual athletes, teams attending professional training, sports-medicine visitors, and leadership or corporate-event guests.
Training & teams · 50%
Team room blocks, kit storage, laundry, early meals and coach coordination, with accessible accommodation planned into the design.
Sports-medicine visits · 20%
Rooms for ambulatory visitors and accompanying families; clinical inpatient care remains within the hospital’s 70-bed capacity.
Leadership & corporate · 30%
Residential leadership programmes and corporate stays use the same room inventory. Venue, meals and facilitation are separately attributed to avoid package overlap.
Percentages split occupied room nights, not additional capacity. Minimum 3-star is a design and service target; official classification requires assessment. “Olympic-standard” describes the training ambition and is not an accreditation claim.
HIGHER EDUCATION
College of Arts, Science & Commerce
A separate academic segment with an A-grade quality ambition, dedicated faculty, science and computing laboratories, a library, student services, entrepreneurship and career development.
Arts
600 enrolled students at maturity. Illustrative annual net tuition: ₹70,000 per student.
Science
600 enrolled students at maturity. Illustrative annual net tuition: ₹1,10,000 per student, with dedicated laboratory investment.
Commerce
600 enrolled students at maturity. Illustrative annual net tuition: ₹90,000 per student, plus distinct continuing-education programmes.
The model uses a separately leased academic site. A-grade is an ambition, not a present NAAC award. University affiliation, programme permissions, faculty standards and applicable accreditation must be established before delivery; college initiation is scheduled for Month 49, after three full operating years of the flagship, with first tuition revenue from the target Month 61 opening, contingent on approvals.
LAND & CAPACITY
Plan the campus before committing the footprint
The retained 5-acre flagship land assumption is ₹500 Cr. Sports fields, hospital, 80 rooms, play zones, theatre, kitchen and dining require a coordinated vertical and ground-level masterplan; this website does not certify that all facilities fit on the plot.
Satellites and the college are modelled on separate leased sites. No extra land acquisition has been costed for them. For the flagship, validate buildable area, circulation, utilities, parking, child zones and event capacity. If this requires additional land, it is an incremental cost outside this base case.
CREATION, FUNDING & REINVESTMENTBuild in phases.
Build in phases.
Fund each phase when it is ready.
Month 1 is the start of project development. The flagship targets a Month 12 opening. Core ecosystem creation runs through Month 36; the college is a later commitment, after three full operating years of the flagship.
Technology + large-format academy
Acquire the retained flagship land; build the academy, simulation capability and core infrastructure. Domestic technology release targets Month 7; flagship opening targets Month 12. Hospital and stay design/approvals begin Month 3; only their 10% planning/design allocation is spent before Month 13.
Extend the ecosystem
Hospital and stay construction follows Month 12, targeting Month 25 openings. Start satellites; two open in Month 19. Expand kitchens, dining, play and events, marketplace services and global SaaS.
Scale proven operations
Open hospital and stays; grow satellites from five in Month 25 to ten in Month 36. Complete staged venue, community-counter and infrastructure investments. Use retention, utilisation and contribution margins as release gates.
Initiate the college
Start college design, affiliation and premises investment only after 36 full flagship operating months. Spend in Months 49–60, targeting first intake in Month 61. No college tuition is included in the first five project years.
Funding and reinvestment by project year
Reinvest cash, not gross revenue. All available cash above operating-liquidity floors and one next annual debt-service payment is eligible for expansion. The model first pays operating costs, cash tax, working-capital needs, debt service and replacement capex. Only the remaining cash reduces the new equity ask; any shortfall remains an explicit uncommitted funding requirement. Timing-based reinvestment in a year that also needs equity does not mean the project is self-funding.
Individual segment moratoriums
Planning terms vary by segment readiness; they are not lender approvals. Monthly interest accrues at 4% annually and is added to debt through each stated moratorium end. Seven annual instalments follow, with the first 12 months after the moratorium ends. No capital is drawn for an initiative before its spend window.
CONNECTED FINANCIAL MODEL · 15 OCTOBER 2026
Every segment in one consolidated view
All values are illustrative planning assumptions in INR crore, not supplier quotes, secured revenue or a valuation. A monthly model rolls up to project-year statements over 15 years so the later college and all seven annual segment repayments are visible. The mature run rate is a steady-state benchmark, not launch-year revenue.
Revenue realisation adjusts achieved pricing/collection yield against the stated base case; utilisation and volume are otherwise unchanged. Variable operating costs follow revenue; staffing and fixed costs follow commissioned capacity, with a 15% pre-opening allowance in the lead-up to launch. Model selections last for this visit.
View cash flow & balance sheets ↓SEGMENT DEBT & CASH COVERAGE
Draw in stages. Repay on individual schedules.
The term facility is allocated to each segment in proportion to planned expansion capex and drawn alongside that spend. Each segment has a separate moratorium and seven annual instalments. Aggregated group payments therefore vary by project year.
Group DSCR = EBITDA less cash tax and the increase in working capital, divided by cash interest plus principal due that year. It is shown before replacement capex; the funding schedule also deducts replacement capex. Equity calls support cash shortfalls but are not counted as operating debt-service coverage. Interest on unpaid post-moratorium annual coupons is accrued as a liability, not capitalised into the loan.
SEGMENT BREAK-EVEN
When operations cover costs—and when capital returns
Separate operating break-even from investment recovery. A profitable month does not establish that the original investment has been repaid.
Annual EBITDA break-even revenue = mature fixed operating cost ÷ contribution-margin ratio. It excludes depreciation, interest and tax. The month shown is the first positive trailing-12-month EBITDA period. Unlevered cash payback is the first month after all planned expansion spend when cumulative EBITDA less a 25% tax proxy on positive earnings before interest, working-capital investment, expansion capex and replacement capex turns positive. It excludes financing receipts and loan repayments. “Not reached” is retained where the assumptions do not achieve recovery within 15 years; shared services and land have no standalone sales.
LINE-ITEM CAPITAL & OPERATING COSTS
Where the money goes
Select a segment to inspect investment, commissioning spend, annual costs, payroll and revenue drivers. A 10% contingency applies to non-land capital; staged operating and debt-service reserves are separate from expenditure.
PHASED P&L, CASH FLOW & BALANCE SHEET
From opening investment to operating maturity
Inspect each segment or the consolidated group. All schedules use the same assumptions as the revenue and cost tables.
Accounting, phased funding and reinvestment assumptions
Project Year 1 covers Months 1–12. No full-project cash injection occurs in Year 0. Expansion capital is spent through explicit monthly tranches, with hospital and stay planning from Month 3, satellite spend after Month 12, and college spend only from Month 49. Term-debt draws fund the same proportion of each segment’s expansion capex. The remaining capital, pre-opening costs, operating deficits and reserves are met by retained cash first, then explicit required equity calls.
Required equity is assumed funded for the balance sheet; it is not confirmed investor money. The funding table exposes every call. Cash is pooled across businesses. Segment treasury deficits and surpluses offset on consolidation. Operating reserves equal 25% of each segment’s allowance during setup and 100% after first opening; one next annual debt payment is held from moratorium end until final repayment.
Original assets remain in construction-in-progress until commissioning and then depreciate straight-line over the stated 5–20 year life; land is not depreciated. Replacement capex is 2% of commissioned original non-land assets annually, starting 12 months after first opening; it is capitalised and depreciated from the following month. This is a placeholder replacement budget, not an engineering lifecycle study. No asset revaluation, distributions or price inflation are assumed.
Receivables = 45 days of annualised revenue; inventory = 15 days and payables = 30 days of annualised variable costs. Cash tax is a 25% proxy on each segment’s positive monthly pre-tax profit, with no loss offsets or deferred tax. Loan interest accrues monthly at 4%/12, using a half-month convention on new draws; pre-moratorium interest is added to debt but expensed in earnings. Seven level annual payments follow each moratorium, with a final balance true-up.
Market share, client contracts, lender terms, taxes, indirect-tax recovery, foreign exchange, regulatory permissions and lease accounting need diligence. This is a management planning model, not statutory accounts, a bank sanction or an accredited valuation.
DELIVERY & COMMERCIAL PIPELINE
What each segment must convert
Planning targets and milestone gates, not signed orders. Confirmed contracts and booked pipeline are ₹0 in this model because none have been supplied.
EMPLOYMENT & LOCAL IMPACT
Jobs during setup and throughout operations
Direct employment estimates across leadership, professional, technical, administrative and service roles. Operational roles reconcile to the payroll used in segment costs.
Setup estimates are person-years of contractor / project work across the individual construction windows, not unique people or guaranteed jobs. College employment starts in its later phase. Operational permanent and contract figures are mature full-time-equivalent roles. Event casuals are included in annualised contract FTE; apprenticeships and indirect supplier jobs are not added to avoid unverified multipliers. Setup labour is embedded in capex, not added again to payroll. Pay assumptions include employer cost allowances and need local hiring validation.
08 · DATA ACCURACY
Show the investor where the model can be wrong
AOfficial / statutory9–10/10Use as base fact
BProvider / verified quote8/10Validate with multiple quotes
CDirectory / marketplace6–7/10Replace with field survey
DManagement assumption4–6/10Stress test + pilot
Highest assumption-error exposure
- 5-km household demand and conversion
- Satellite site lease, fit-out and ramp
- Residential-child demand and regulatory category
- Grandparent occupancy
- Coach/tutor wages and specialist availability
- 70-bed hospital demand, clinical mix, hospital capex and staffing
- Capex BOQ and land valuation
- Corporate/NGO contracted revenue
Before lender submission, high-impact Class D assumptions should move to A/B through primary research, quotes, contracts and legal/engineering reports.
OFFICIAL DISTRICT CONTEXT9.62 million
Bengaluru Urban population (2011 Census baseline on current district page).
CURRENT UDISE+ 2025–2614.67 lakh
Schools in the national UDISE+ system; 24.72 crore students and 1.02 crore teachers.
OLYMPIC PROGRAMMELA28 pathway
Flagship programme includes the current Olympic sport universe, with additional LA28 sports including cricket, flag football, lacrosse, squash and baseball/softball.
08 · TRUST INFRASTRUCTURE
Safeguarding is part of the operating model
Background checks
Police/background verification for child-contact staff and contractors.
Controlled pickup
Approved pickup list, QR/OTP or photo confirmation and exception escalation.
24/7 security
Shift supervision, CCTV control room, access desk and female security coverage in child zones.
Emergency command
Fire, medical, weather, missing-child, transport and incident-response protocols.
PSARA compliance
Use compliant/private-security arrangements and verify agency licensing where applicable.
Data privacy
Role-based access to child, health, CCTV and parent data.
09 · INVESTOR DATA ROOM
Earlier reference documents
These downloadable files predate the phased October 2026 website model and have not been updated in this revision. Use the live segment costings and projections above for the current scope; do not combine the legacy spreadsheet totals with this model.
PDF
Detailed Project Report
Flagship model, security, staffing, programmes, financial logic and bibliography.
Download → PPTXInvestor Deck
Storytelling presentation with accuracy controls and arts/professional programmes.
Download → XLSXFinancial Model
Editable assumptions, operating costs, staffing, arts/professional programmes and debt stress test.
Download → DOCXEditable DPR
Working document for diligence updates and investor comments.
Download → PPTXSatellite Investor Deck
Neighbourhood-centre strategy, programme portfolio and rollout story.
Download → DOCX1.5-Acre Satellite DPR
Detailed project report for the larger satellite academy format.
Download → XLSXSatellite Financial Model
Editable satellite unit economics, costs and operating assumptions.
Download →10 · BIBLIOGRAPHY
Selected sources used in the investor case
IFRS FoundationPrincipal-versus-agent context for distinguishing marketplace GMV from net agency revenue.
MeitY · DPDP RulesOfficial reference for privacy implementation review; the website makes no blanket legal-compliance claim.
Ministry of TourismHotel star classification is an assessed category; the new stay facility targets at least 3-star requirements.
UGC / NAACAccreditation context; the college’s A-grade ambition is not a present award.
FoSCoS / FSSAIFood-business licensing portal for the kitchen, cafeterias and dining outlets.
UDISE+Ministry of Education — current schools, students and teachers statistics.
Bengaluru Urban DistrictOfficial district demographic profile.
MOSPI HCESHousehold consumption expenditure benchmark.
IOC / OlympicsLA28 additional sports — cricket, flag football, lacrosse, squash and baseball/softball.
NCPCRChild and school safety guidance used for campus protocols.
MHA / PSARAPrivate security agency regulation reference.
FSSAI / FoSCoSFood registration/licensing compliance reference.
Karnataka Health & Family WelfareKPME framework and current private-medical-establishment administration context.
NABH Hospital AccreditationQuality and patient-safety framework for larger hospitals, including facilities with more than 50 beds.
NABH Emergency CertificationEmergency-department certification benchmark; 51–100-bed hospitals require at least four emergency beds for this programme.
EdustokeLocal school-directory proxy — not an official school census.
UrbanProLocal tuition supply and fee proxy.
The website intentionally labels directory, marketplace and financial-scenario data as assumptions or proxies. Exact local demand, lease rates, capex, payroll, land value and contracted revenues require primary diligence before investment approval.