Problem Statement
- Fragmented capital base and reliance on short-term, high-cost debt
- Low ability to syndicate or institutionalize funding beyond regional FOs
- Weak board governance and no independent oversight
- Lack of digital visibility in deal sourcing or portfolio monitoring
- No external growth capital secured in over 2 years
Approach & Process
Capeon entered as a conviction-led investor with strategic capital and execution support, driving transformation through:
- Capital Structuring: Recapitalized the platform using a flexible debt-equity instrument with downside protection
- Board Reset: Appointed independent directors and embedded credit risk governance frameworks
- Syndicate Formation: Mobilized a co-investment round involving 3 family office alliances, improving funding tenor and credibility
- Digital Enablers: Enabled implementation of a third-party credit intelligence platform to digitize lending workflows and risk monitoring
- Growth Planning: Designed a 24-month capital roadmap linked to targeted borrower segments and corridor-based expansion
Capeon maintained a strategic role, focusing on institutional credibility and long-term capital enablement.
Impact
Over a 12-month transformation cycle:
2.4x increase in AUM (Assets Under Management)
~220 bps reduction in cost of capital via longer-tenor syndicate structures
New lending product launched for exporters in UAE–India corridor
Launched new lending products aligned to UAE–India export corridors
Achieved zero NPA post-board governance overhaul
Secured follow-on interest from a listed NBFC for strategic minority acquisition
Capeon remains a key board advisor, driving continued capital formation and syndication strategy.