M00Strategy Office
Business blueprint
Market structure, unit economics, and the 24-month sequence of moves, written before a single rupee was committed to growth. This document became the brief for every decision that followed.
Sports & Gaming · 24-month engagement story
Partnersinenterprise valuecreation.
A venture-backed sports and gaming company. No rollout plan, no capital raised, no franchise model. We came in at month zero and built the business around the founders. Two rounds, one acquisition, seven operating mandates. Twenty-four months and counting.
0
Months and counting
0
Standing mandates
$0.00m
Closed capital · two rounds
0
Days, M&A signed to closed
IM00 – M06
Build the plan. Then the business.
Before the first 5 centres opened or the first large round was raised, we wrote the blueprint. Six months of work that most businesses skip, and most businesses regret skipping. The rollout strategy, the financial model, and the annual plan came out of this phase. It gave the founders a business they could defend in any room.
M03Strategy Office
Rollout strategy
Which locations. Which formats. In what order. And the numbers each opening had to hit to justify the next one. Expansion became a schedule, not a debate.
M05CFO Office
Annual operating plan and financial model
Every hiring decision, every pricing call, every capex commitment traced to one financial model. The founders and the board asked hard questions. The model answered them.
IIM06 – M09
Raise capital. Build the machine behind it.
The plan was in place. Capital followed. We ran the Pre-Series A end to end and used the same window to build the operating infrastructure a funded company needs: a financial excellence framework, a franchise model for non-dilutive scaling, and a single voice managing all investor and public communications.
M06Investment Banking Office
$0.00m
Pre-Series A closed
Pre-Series A: Rainmatter and WEH
Negotiation support, structuring, round expansion, valuation defence, and diligence. Closed with two institutional investors. The round set the valuation story for everything that followed.
M08Franchise Office
Franchise model
Scaling on owned capital alone caps the business. We designed the franchise model from scratch: partner economics, entry criteria, and the operating standards a franchisee signs up for on day one.
M09CFO Office
Financial operating excellence framework
Reporting rhythms, cost disciplines, and controls built to hold at ten centres as well as they did at two. A framework that does not depend on the founders being in every room.
M09Investor RelationsOngoing
Investor relations and PR
From month nine, one narrative, managed centrally. All investor communications and public messaging aligned to what the business is about to do next, not what it did last quarter.
IIIM09 – M15
Three directions of growth, at once.
Organic growth, inorganic growth, and financial engineering ran in parallel. An acquisition added technology. A second round added credibility. A financing partnership took new centres off the company's balance sheet entirely. The CFO office tied all three together.
M12Investment Banking Office
The Sportstar Round
We structured a round anchored by India's top-ranked athletes across four sports. Every investor came in at the same valuation, on commercial terms, not as brand endorsers or equity-for-promotion arrangements. That distinction mattered: it put credibility on the cap table without diluting the commercial logic of the raise.
M12CFO Office
Cross-functional engagement
Finance, operations, expansion, and capital started working off one plan, reviewed in one room. The CFO office held the integration together as headcount and complexity grew.
M13Partnerships Office
SPV-based facility financing
Exclusive partnership with a wealth management firm for SPV-based facility financing. New centres now open on third-party capital, not the company's own. The model changed the unit economics of every opening that followed.
M14Franchise Office
Centre performance review mechanism
Every centre answers to the same scoreboard. The review mechanism tells leadership which locations earn more capital and which need fixing before they get more.
Corporate Development Office · M10
Acquired an AI sports technology company in 45 days.
The target was an AI-native sports technology platform. We sourced the asset, aligned the two founding teams on vision, structured the transaction, ran diligence, and delivered integration. The deal moved from signed term sheet to closed in 45 days. No advisor sat on the sideline.
01Asset sourcing02Vision alignment03Negotiation04Deal structure05Diligence06Integration
0
Days, signed to closed
0
Steps owned by one team
AI-native sports tech
Technology added to the platform
Investment Banking Office · M15 · The Sportstar Round
A round anchored by India's top-ranked athletes, on commercial terms.
India's top-ranked athletes across four sports came in at the same valuation, on commercial terms, not as brand endorsers or equity-for-promotion arrangements. That distinction put credibility on the cap table without diluting the commercial logic of the raise.
01Solicited the sports stars02Set up the deal03Stitched an accelerated value program04Negotiated the terms05Defended the valuation case
0
Top-ranked athletes across four sports
0
Valuation shared by every investor
Commercial terms
Not brand endorsements or equity-for-promotion
IVM15 – M24
Build for a large raise. Not just the next one.
The last phase was about institutional quality. Reporting that runs without pushing. A franchise pipeline generating real demand. Valuation cases built to withstand the scrutiny of a Series A investor. The Series A is in process. The preparation for it started eighteen months before the first pitch.
M16CFO Office
All reporting frameworks, running on their own
Continuous process improvement built into the rhythm. The board pack, management reporting, and the review cadence run without the founders chasing numbers from five different systems.
M18Franchise OfficeOngoing
0+
Franchise interests introduced
Taking the franchise model to market
Five-plus serious franchise interests introduced and active. Optimisation, efficiency, and SOP rollouts behind each one. The franchise model is now the primary route to non-dilutive scale.
M18Partnerships OfficeOngoing
Facility rollouts and strategic collaborations
New facility rollouts and strategic collaborations as a standing mandate. Each opening runs on the SPV financing structure built in month thirteen.
M19Investment Banking Office
Valuation cases and the international plan
Valuation cases that survive a hostile investor's questions. An international expansion plan costed and sequenced. Investor interest managed as it came in, before the formal process opened.
M21Investment Banking Office
$0.00m
Qualified investor interest generated
Bridge and Series A: qualified interest generated
Qualified interest generated for a $1.25m bridge and a $12.5m Series A, both currently in process. Twenty-one months after the blueprint, the company enters its largest raise from a position of proof, not promise.
WHERE THE RELATIONSHIP STANDS
Seven standing mandates · Month 24
We stay until it is done.
Most advisors leave a report. Twenty-four months in, we run seven offices inside this business. These are not retainers. They are operating mandates, each one with a number attached to it.
Partnerships Office
New facility rollouts and strategic collaborations, each one on the SPV financing model we built.
Franchise Office
Five-plus active franchise interests, with optimisation, efficiency, and SOP rollouts behind each.
CFO Office
Reporting frameworks, continuous process improvement, and the financial review rhythm.
Investor Relations
All investor communications and public relations, aligned to strategic priorities in real time.
Investment Banking Office
$13.75m in qualified investor interest generated. Series A and bridge both in process. International expansion plan ready.
Corporate Development Office
Inorganic growth opportunities evaluated and structured. One closed acquisition on record.
Strategy Office
The international expansion plan, sequenced and costed. New market entry sequenced for the Series A use of proceeds.
Or write to our CEO directly: ag@prequate.one·www.prequateadvisory.com