Problem Statement
The company had strong demand from public and private logistics operators, but faced critical barriers:
- Inconsistent cash flow management due to milestone-based billing delays
- No access to structured working capital or infrastructure financing
- Fragmented subcontractor base with limited quality and cost control
- Weak governance structures and absence of investor-facing reporting
- Missed opportunities to bid for public-private partnership (PPP) projects
Without capital restructuring and strategic clarity, the firm risked exclusion from high-value tenders and infrastructure alliances.
Approach & Process
Capeon participated as a lead capital partner, architecting an integrated growth strategy across financial, operational, and institutional layers:
- Hybrid capital structuring: Designed a facility combining senior debt with equity-linked growth capital
- Governance reset: Embedded a CFO partner to implement project-level MIS and financial control systems
- Strategic syndication: Mobilized co-investment from two infrastructure-focused family offices via a warehousing SPV
- Government alignment: Formalized partnerships with a state-backed logistics platform to secure assured demand
- Operational optimization: Streamlined procurement workflows and subcontractor terms using Capeon’s channel ecosystem
Capeon’s ecosystem and execution model enabled the company to institutionalize operations while preserving delivery margins.
Impact
Over an 18-month post-investment period:
Project execution cycles reduced by 20%
Gross margins improved by 310 bps across key EPC contracts
Net working capital cycle reduced from 150 to 95 days
Secured a PPP mandate from a state logistics board, unlocking new tender eligibility
AUM under the warehousing SPV reached ₹110 Cr by Year 2
Capeon continues to serve as a strategic syndicate anchor and board-level advisor across new infrastructure corridors.