Equity governance for developers & infrastructure companies
Project-specific SPVs, RERA compliance and multi-partner joint ventures - where every project needs its own clean equity story.
Every project is its own company.
Real estate and infrastructure businesses typically run each project through a dedicated SPV, often with different joint-venture partners and different equity splits each time. Multiply that across a dozen live projects, and the parent group's true ownership picture becomes hard to see clearly - exactly when a lender or investor most needs to see it.
RERA-registered housing projects, typically structured through per-project SPVs.
Office and retail developments often held via REIT-adjacent or institutional JV structures.
Technology platforms serving the real estate value chain, structured more like standard startups.
Contractors executing projects under fixed-price or cost-plus arrangements with distinct liability profiles.
Vehicles pooling institutional capital across multiple infrastructure assets.
Operators managing leased assets at scale, with franchise-style expansion equity questions.
One governance system, across every project SPV.
Start, Grow or Scale - the framework covers this industry at every stage.
Per-project, not just per-company.
A dedicated entity for each project, with its own MOA/AOA and shareholder agreement.
Mandatory before marketing or selling most residential and commercial projects.
Environmental clearance, building plan approval, and municipal permissions per site.
Quarterly RERA progress updates alongside annual RoC filings for every active SPV.
Where developers actually get stuck.
Each partnership negotiated separately, with no consistent template for profit-share or exit.
A dozen project SPVs, no single consolidated view of who owns what across the group.
Quarterly disclosures missed once a project moves past its initial launch phase.
Title chain issues surfacing only once an investor's legal team starts asking questions.
Developers ask us this.
SPVs isolate project-specific liability, satisfy RERA's per-project accounting requirements, and let each project bring in different JV partners or lenders without affecting the others.
We maintain a consolidated group cap table alongside each SPV's own record, so the parent company's true ownership picture is always visible in one place.
Penalties and, in repeated cases, project registration suspension. We build RERA deadlines into the same compliance calendar as RoC filings so nothing is tracked separately.
Yes, and this is common - but it must be documented precisely in the JV agreement to avoid disputes when one partner wants to exit and the other doesn't.
A consolidated reconciliation across every SPV's cap table, JV agreement completeness, and RERA/RoC filing history - the three things a lender or investor checks first.
Running a real estate or infrastructure business? Let's clean up the group structure.
One conversation is enough to scope the engagement.
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