IGI Logo

This is with regards to InCred Capital’s Investment Banking Platform: 200+ Deals, $8.5Bn Closed Across Sectors.

India’s deal-making landscape is undergoing a shift — with legacy businesses reinventing themselves and new-age firms raising growth capital at scale. At the center of this momentum is InCred Capital’s senior-led IB platform, which has emerged as one of India’s highest-conversion franchises with 200+ completed transactions and >US$8.5Bn closed across ECM, M&A, and private capital. The strength of the platform lies not just in the volume of deals, but in its operating model — selective mandate intake, partner time on every file, and disciplined, conflict-light execution that moves quickly from term sheet to close.

The IB team has been instrumental in marquee transactions such as the Rs.3,690 Cr rights issue for Indiabulls Housing Finance, the Rs.2,825 Cr sale of Raymond’s consumer business to Godrej Consumer Products, and the Rs.1,270 Cr preferential issue for U GRO. In the new-age ecosystem, it advised on the Rs.1,000 Cr pre-IPO secondary stake sale of Swiggy, the Rs.613 Cr capital raise for OYO, and the Rs.490 Cr pre-IPO for Ethos Watches. The team also drove strategic moves like the Rs.682 Cr M&A advisory for Raymond Group, the Rs.470 Cr acquisition of OSAM Dairy by Dodla Dairy, and the Rs.230 Cr capital raise for Livpure. Most recently, it acted as the exclusive financial advisor to Beroe on its INR 300 Cr (US$34 million) primary fundraise, reinforcing its ability to enable both scale-ups and global leaders in capital formation.

We would be keen to facilitate a conversation with the leadership team on how InCred Capital is helping shape the next phase of Indian capital markets, driving capital formation across both traditional and emerging businesses, and building a differentiated IB model that is solution-driven and client-focused.

During the interaction, they can also share insights on the following:

* What trends are redefining M&A and capital raising in India today?

* How is InCred balancing between private capital, strategic M&A, and public equity in a volatile market?

* Which sectors hold the most promise for deal-making in the next 2–3 years?

* How do legacy players (Raymond, Dodla Dairy) approach capital differently from high-growth firms (Swiggy, OYO, Ethos)?

* Beyond execution, how does InCred advise clients on timing, valuation, and structuring to unlock long-term value?

* In what ways does InCred’s IB model stand apart from bulge-bracket banks or boutique firms?

* How will rising domestic pools of capital — from family offices to AIFs and sovereign wealth funds — influence the next wave of Indian deals?

* What does InCred’s growth trajectory reveal about the rising demand for homegrown, solution-oriented IB platforms?

Above views are of the author and not of the website kindly read disclaimer