Founded by Vasu Arneja and Aditya Singh, wudhomes plans to deploy the fresh capital towards building a vertically integrated supply chain, developing in-house technology, strengthening retail operations, and expanding its home-furnishing services.

The startup aims to connect the various stages of furnishing a home, including product discovery, selection, personalisation, purchasing and delivery. To achieve this, it is developing an integrated model that combines digital product discovery, personalised furniture recommendations, spatial visualisation, physical retail stores, home visits, and supply chain operations.

While furniture remains its primary category, wudhomes plans to expand into other aspects of home furnishing over time. The company claims to have furnished more than 200 homes in recent months, demonstrating early traction for its integrated approach.

Additionally, wudhomes has opened a retail outlet on Sarjapur Road in Bengaluru and introduced a home-visit service. Through this offering, consultants assess customers’ spaces and recommend suitable furnishing solutions based on their requirements.

Going forward, the startup plans to strengthen its technology, distribution network, and operational infrastructure to support its expansion and create a more connected home-furnishing experience.

“We believe there is an opportunity to build a much larger business around home furnishing than traditional retail has allowed for. Today, customers have to navigate multiple platforms, stores, and vendors to bring their homes together. At wudhomes, we’re building a model that brings together inspiration, design, technology, physical retail, and an integrated supply chain into one connected journey, with the potential to change how the category works and how it scales,” said Vasu Arneja and Aditya Singh, co-founders of wudhomes.

Commenting on the investment, Aviral Bhatnagar of AJVC said, “wudhomes is approaching home furnishing as an end-to-end customer experience rather than just a product category. By bringing together digital discovery, curation, and visualisation with physical retail and home visits, the team is addressing the gap between finding inspiration and actually creating a home. We believe this integrated model has the potential to build a differentiated business in a large, underserved market.”

Aurum PropTech’s adjusted operating margin expanded by 840 basis points to 11.5% in Q2 FY27, compared with 3.1% in the corresponding quarter last year. Similarly, its profit before tax (PBT) margin improved by 1,270 basis points to 4.8%, reversing a negative margin of 7.9% in Q2 FY26.

“Q2 FY27 reflects the growing strength of Aurum PropTech’s operating model, with total income growing 57% to Rs 137 crore, Adjusted EBITDA margins expanding to 11.5%, and PBT margins reaching ~5%. Our fourth consecutive quarter of positive PBT reflects disciplined execution, improving monetisation, and a structurally more efficient operating model,” said Onkar Shetye, executive director, Aurum PropTech.

Shetye said integrating Housing.com would bring consumer demand at scale and support the development of an AI-native real estate operating system covering discovery, intelligence, transactions, financing, and living. Going forward, the company expects growth to come from stronger monetisation of consumer demand, AI-driven operational efficiencies, and synergies across its integrated platform.

“We see AI as a structural driver of revenue productivity, operating leverage, and long-term margin expansion,” Shetye said.

Meanwhile, Aurum Analytica had more than 130 active clients and over 280 projects signed. The business sold more than 1,71,500 leads during Q2 FY27, registering 79% year-on-year growth. Its WhatsApp AI platform, Aurum Qonvo, also onboarded three developers, further strengthening the company’s AI-led real estate technology ecosystem.

Revenue from operations increased 13% year-on-year to ₹320.96 crore in the quarter, while gross transaction value (GTV) climbed 22% to ₹5,304.47 crore. Additionally, contribution margin rose 14% to ₹124.86 crore.

Hotels emerged as one of ixigo’s fastest-growing businesses, with GTV increasing 2.6 times year-on-year to ₹111.34 crore, including Brevistay. Revenue from the segment also surged more than sixfold to ₹8.1 crore.

The company crossed 5,000 hotel room nights per day, with daily volumes growing 3.9 times year-on-year. It recorded approximately 4.7 lakh room nights during the quarter, positioning its hotel business among India’s fastest-growing online travel agency (OTA) operations in the segment.

Q2 FY27 also marked the first quarter in which ixigo disclosed hotels as a separate business segment. The company reported 159% year-on-year growth in hotel GTV and 528% growth in revenue, alongside a gross take rate of more than 12%. Moreover, over 86% of hotel bookings came from its existing captive user base.

Ixigo’s hotel inventory comprises more than 70,000 properties across India, including over 12,000 directly contracted properties spread across 1,100 towns.

As ixigo seeks to diversify beyond its core train, flight, and bus booking platforms, hotels are emerging as an important growth avenue. The company plans to continue investing in the segment and artificial intelligence (AI) to support its long-term expansion.

Meanwhile, flights and buses remained key contributors to quarterly performance, with GTV growing 37% and 32% year-on-year, respectively.

Ixigo also expanded its distribution network by enabling train bookings through Uber, building on its existing bus booking integration. Additionally, its food delivery services through Zoop and Swiggy now cover more than 290 railway stations.

According to the company, higher airfares and limited availability of confirmed train tickets continued to support demand for intercity bus travel. At the same time, ixigo continued investing in customer experience and expanding its supply network.

Its bus booking platform, AbhiBus, also introduced Women Zone, a booking option designed specifically for solo women travellers.

Commenting on the results, Bajpai said ixigo delivered resilient growth, recording quarterly GTV of ₹5,304 crore and revenue from operations of ₹321 crore.

“Our PAT was an all-time high aided by our partial sale of stake in FreshBus. Flight and bus led the quarter with GTV growth of 37% and 32% year-on-year, respectively,” he said.

“From this quarter onwards, we are disclosing a new line of business of hotels, which grew GTV 2.6 times year-on-year to ₹111 crore, with a gross take rate of more than 12%. We continue to invest in hotels and AI as key drivers of our long-term growth,” Bajpai added.

The expansion comes amid changing travel preferences in India. Travellers are increasingly prioritising experiences, while families are combining religious journeys with leisure activities, and couples are opting for shorter, more private romantic getaways. Meanwhile, weekend trips and short breaks are becoming an increasingly important part of domestic travel.

To address these evolving preferences, StayVista is building a diversified hospitality portfolio through three hotel brands: Vaana, Sova, and Gram’s. Each brand caters to different destinations, travel occasions, and guest requirements. In addition to its boutique hotels, the company has developed a resort portfolio under Vaana, which currently comprises eight properties.

StayVista’s hospitality network spans destinations such as Amritsar, Ujjain, Goa, Juhu, Lonavala, Kasauli, Lansdowne, Chakrata, Bir, Mahabaleshwar, and Garh Mukteshwar. Furthermore, the company has additional properties in its pipeline across Alibaug, Goa, Chandigarh, and Karjat.

The strategy reflects StayVista’s view that Indian travellers increasingly seek accommodation tailored to the purpose of their trips rather than standardised hospitality experiences.

“The Indian traveller is changing, and hospitality needs to change with them. A business trip can now extend into a weekend, a family pilgrimage can become a larger family holiday, and a romantic getaway can be a two-night break rather than a long vacation,” said Amit Damani, co-founder of StayVista.

“We see a significant opportunity in building hospitality around these different reasons to travel. We currently have 15 boutique hotels and have a pipeline to take the boutique hotel portfolio to 30 by the end of FY27 and over 100 in the next three years. Vaana, Sova, and Gram give us the ability to build different kinds of stays while keeping the properties connected to their destinations,” he added.

StayVista is developing its boutique hotel portfolio through Vaana, Sova, and Gram’s, each with a distinct positioning. Vaana focuses on nature, tranquillity, and slow living. Its eight resorts span mountain, coastal, and leisure destinations and include Vaana Lonavala, Sirmour Baag in Kasauli, Tatvam in Lansdowne, Vaana by the Sea in Juhu, Dreamation Resort in Bir, Aaradhyam Resort in Garh Mukteshwar, and Vee Resort in Mahabaleshwar. Vaana Evara in Alibaug is the next planned addition.

Meanwhile, Sova is expanding StayVista’s presence in destinations where culture, spirituality, leisure, and business converge. Its properties aim to provide a more personalised hotel experience while maintaining a strong connection with their surroundings.

Gram’s follows a community-focused approach, drawing on the identity, local stories, and cultural character of each destination. Together, the three brands enable StayVista to serve different travel segments without imposing a uniform hospitality format across locations.

The company’s entry into boutique hotels and resorts builds on its experience in operating and marketing leisure properties across India. StayVista sees considerable potential among independent hotels and resorts that have attractive locations and offerings but need stronger distribution, marketing, revenue management, and operational systems.

Through its model, the company aims to provide these capabilities while preserving the distinctive features that make each property relevant to its destination.

StayVista’s current expansion pipeline includes Alibaug, Goa, Chandigarh, and Chakrata, alongside other destinations under evaluation. The company is working towards its FY27 boutique hotel expansion target while pursuing its longer-term ambition of exceeding 100 boutique hotels within three years.

Ultimately, StayVista aims to build a nationwide hospitality network covering leisure, spiritual, cultural, adventure, and business destinations, while catering to India’s increasingly diverse travel preferences.

The agreement forms part of Omaxe’s ₹6,200 crore hospitality expansion plan announced in June 2026. The broader initiative covers 19 hotels across five states, as the real estate developer looks to expand its presence in the hospitality sector.

The 10 projects covered by the operating arrangement involve an estimated investment of around ₹4,000 crore. The properties are planned across Lucknow, Vrindavan, Amausi, Ghaziabad, Greater Noida, Amritsar, Kaushambi, and Faridabad. The portfolio spans transit hubs, pilgrimage destinations, and commercial locations, aligning Omaxe’s hospitality strategy with its broader real estate and urban development projects.

The hotels will operate under brands within the Lemon Tree Hotels portfolio and cater to different hospitality segments. Depending on the project, development and commissioning timelines are expected to range from nine months to five years.

Mohit Goel, Managing Director of Omaxe Ltd., said the partnership reflects the company’s focus on developing hospitality projects in Tier 2 and Tier 3 cities, where demand is driven by business, leisure, pilgrimage, and transit travel.

Neelendra Singh, Managing Director of Lemon Tree Hotels Limited, said the arrangement would support the company’s expansion into Tier 2 and Tier 3 markets while adding managed properties across different locations and formats.

The projects will follow a sale-led development model, with Omaxe planning to finance construction and completion through sales proceeds rather than loan funding. The proposed developments include hotels and service apartments across locations such as Lucknow, Vrindavan, Amausi near the airport, Ghaziabad, Greater Noida, Amritsar, Kaushambi, and Faridabad.

For Lemon Tree Hotels, the arrangement offers an opportunity to expand its managed hotel portfolio without directly owning the properties. Meanwhile, Omaxe will leverage an established hospitality operator to manage its hotel developments as it broadens its business beyond conventional real estate projects.

The partnership forms part of Omaxe’s wider strategy to integrate hospitality developments with its townships, commercial projects, and mixed-use properties, strengthening its presence across India’s growing hospitality markets.

The Bengaluru-based startup, operated by Maestroedge Solutions Private Limited, had recorded operating revenue of ₹26.35 lakh and a net loss of ₹5.70 crore in FY25, according to its financial statements filed with the Registrar of Companies (RoC).

“FY26 was our first full year of operations, and we made a deliberate choice to invest ahead of scale to build a category, not just a company,” said Aayush Agarwal, founder and CEO of Snabbit.

“We entered the year at approximately 500 jobs a day across 8 micro-markets and exited at a run rate of 35,000 daily jobs across 100+ micro-markets, representing a 75X increase in just twelve months. During this period, we acquired nearly a million customers, onboarded over 20,000 experts, and built the technology, infrastructure, and leadership capabilities required to support this scale,” he added.

Meanwhile, Snabbit’s total expenses climbed to ₹194.76 crore in FY26 from ₹6.81 crore in the previous financial year. The sharp increase significantly outpaced revenue growth as the company expanded its instant household-help services.

“We raised ₹427.8 crore during the year and closed FY26 with approximately ₹319 crore in cash and investments, zero borrowings, and a net worth of ₹312.4 crore,” Agarwal added.

Employee benefits accounted for ₹46.02 crore of the company’s expenses, while service costs reached ₹63.07 crore. Other expenses formed the largest cost category at ₹84.66 crore. Additionally, the company reported depreciation expenses of ₹1.02 crore.

Snabbit’s total income stood at ₹27.01 crore, including ₹14.77 crore in other income. The company reported a loss before tax of ₹167.75 crore and incurred no current or deferred tax expenses during the year, according to filings sourced through TheKredible.

Founded in 2024, Snabbit provides on-demand household services, including cleaning, dishwashing, and laundry, by connecting customers with service professionals through its platform. The company began operations in August 2024, making FY26 its first full year of business.

Addressing the financial performance, Agarwal said, “Given the pace of growth and the investments required to build this category from the ground up, FY26 financials do not fully reflect the underlying economics or the maturity of the business today. As we continue to scale, the benefits of operating leverage, improving unit economics, and increasing network density are becoming increasingly evident.”

Located in Sainath Nagar, Powai, the new spa is a two-minute walk from Dr. L. H. Hiranandani Hospital. Additionally, Hiranandani Market is approximately 1.8 km away, or a 10-minute drive. With Powai Lake and Hiranandani Gardens also nearby, the location offers convenient access to wellness services for residents and visitors.

The spa offers a range of treatments, including traditional massage therapies, Ayurvedic wellness massages, beauty therapies, facials, and other wellness services. Through this launch, Tattva aims to bring holistic wellness experiences closer to customers across the city.

Situated amid established residential neighbourhoods and corporate hubs, the new facility provides residents and working professionals with a convenient space to unwind and recharge. Consequently, it aims to support relaxation and a healthier work-life balance amid busy urban routines.

The Powai launch further strengthens Tattva Wellness Spa’s footprint in Mumbai through a neighbourhood-focused wellness offering that complements its existing locations. By expanding across established residential and commercial catchments, the brand aims to serve customers closer to where they live and work while continuing to grow in Mumbai’s metropolitan wellness market.

RapidCanvas will use the fresh capital to expand its go-to-market teams and field AI engineering capabilities across India, the United States, and Brazil. Additionally, the company plans to invest across all three of its products by enhancing the Enterprise Context Engine, expanding the skills library powering the Visual Development Canvas and strengthening governance capabilities within the Operational Harness.

Founded in 2021 by Rahul Pangam and Uttam Phalnikar, RapidCanvas is an agentic AI startup that enables enterprises to build and deploy AI applications while monitoring and managing their performance.

The startup claims its annual recurring revenue (ARR) has increased eightfold over the past six quarters. Moreover, in 2026, more than 75 enterprises across manufacturing, financial services, retail, business services, and infrastructure have collectively made 1.4 million AI-led decisions using applications developed on its platform.

RapidCanvas operates on a subscription-based business model and targets large enterprises that have dedicated AI budgets but lack the in-house expertise required to scale beyond pilot projects. The company says its platform is trusted by organisations including PayPal, TresVista, Yale Appliances, Orion, and Treetech, among others.

“Vibe coding has made it easy to start building with AI. Getting AI into production reliably and safely still remains the biggest gap. Our growth over the past six quarters is evidence that AI in enterprises is moving beyond pilots into production and real operations,” said co-founder and CEO Rahul Pangam.

RapidCanvas’ funding round comes amid growing investor interest in enterprise technology startups that help businesses integrate AI into their operations. Recently, enterprise AI startup Shamrock AI raised $5 million in a seed round led by Endiya Partners, with participation from Capria Ventures. Meanwhile, Parallel Loop secured $6.6 million in a seed round led by 3one4 Capital to help businesses integrate AI into existing systems and workflows.

However, investor sentiment indicates that capital is not flowing indiscriminately across the AI stack, as investors continue to assess opportunities based on their potential to deliver reliable, scalable enterprise applications.

Delhi, India 16 October 2026 — As You Asked, a nutrition-focused brand rethinking everyday nutrition through clarity, restraint, and usability has raised ₹45 lakh in a pre-seed funding round from ISB D-Labs & angel investors. The round was entirely equity-funded. The capital will support the brand’s broader market launch and initial product expansion.

As You Asked plans to introduce daily nutrition support powders, hydration powders for active days, and micronutrient gummies without added sugars, designed to fit into everyday routines without unnecessary ingredients or complexity. The initial range will focus on children aged 2–12, with age-calibrated formulations developed for consistent, long-term use.

“This didn’t start as a business idea; it started with two very different health journeys that eventually led to the same question: what does ‘normal’ nutrition actually mean over time?” said Nehal Sharma, Founder of As You Asked. “What became clear is that nutrition isn’t failing because people don’t care. We’ve seen extremes of anorexia, bulimia, and obesity, and then a moment where, despite doing everything ‘right’ as adults, a serious health event still happened. That changes how you think about prevention. It’s failing because the system around it is built on excess, not adequacy.”

The company has shaped its approach through conversations with 100+ parents, more than 200 child taste tests and an early pilot involving 200+ customers, helping the team understand how children’s eating patterns, taste preferences, and family routines influence everyday nutrition choices.

“Today, you see high awareness around protein and performance, but very little confidence when it comes to everyday nutrition for children. Parents are still unsure what is safe to use daily and long-term without unintended effects. That’s the gap we’re addressing. We avoid ingredients that are unnecessary or poorly justified. And we design everything for consistency, not intensity, because in nutrition, what holds up over years matters more than what looks impressive in a moment.”

The funds will be deployed across product development and building consumer trust, with a focus on formulation, manufacturing, distribution, and transparent communication with parents. As You Asked plans to expand into other underserved areas of nutrition while maintaining its focus on making everyday nutrition simple, practical, and easier to understand.

About As You Asked

As You Asked (AYA) is a nutrition brand focused on making everyday nutrition simpler, more considered, and easier for families to incorporate into daily routines. Built on the principle of “Listen First, Then Build,” AYA develops nutrition products by listening to parents, understanding real routines, and working with nutrition experts to create measured, purposeful formulations. Its approach is centred on clarity, repeatability, and food-first nutrition, with products designed to complement everyday meals rather than replace them.

AYA’s initial range includes daily nutrition, hydration, and vitamin products for children, including an age-specific milk mix with measured protein support, a hydration formulation combining sodium, potassium, magnesium, and glucose for active days, and micronutrient gummies formulated without added sugar or sugar alcohols. The products are developed for everyday use and manufactured in GMP-certified, FDA-approved facilities, adhering to established quality and safety standards.

Wesbite: https://asyouasked.com/

The company currently operates around 14 One8 Commune outlets and two Neuma restaurants. Meanwhile, Pincode has expanded its presence to Goa, Ludhiana, and Bengaluru in India, along with Abu Dhabi and Dubai in the UAE.

As part of its expansion strategy, True Palate Hospitality has several projects in the pipeline. The company plans to open a One8 Commune outlet in Guwahati, while Pincode is preparing to enter Surat. Additionally, Neuma is scheduled to launch in Udaipur, with Hyderabad and Goa also under consideration for the brand.

Tihara said the company avoids replicating a single restaurant format across markets. Instead, each of its three concepts caters to a distinct audience and requires a tailored approach to location selection, design, menu development, and operations. Therefore, the company evaluates regional preferences and market conditions before entering a new city.

“Expansion is a key focus for us, alongside sustaining what we have already built,” Tihara said.

Furthermore, the company is evaluating different growth models, including partnerships and franchising. According to Tihara, the balance between company-operated outlets and partner-run formats will play a crucial role as expansion progresses. At the same time, managing multiple restaurant brands across new cities presents operational complexities, a challenge shared by the wider industry.

Beyond dining, True Palate Hospitality is developing Commune Circus, a premium entertainment and nightlife concept. The company has already staged the concept at One8 Commune outlets in Aerocity, Juhu in Mumbai, Goa, and Golf Course Road in Gurugram. It plans to introduce Commune Circus in additional cities to engage customers through experiences beyond food.

This strategy reflects a broader shift in India’s restaurant industry, where operators increasingly compete through ambience and experiences alongside food and service. Tihara noted that consumers are now better informed and have greater exposure to diverse experiences than in the past.

Ultimately, True Palate Hospitality’s growth in new markets will depend on its ability to build distinctive brands that remain relevant to local audiences. Tihara said the company aims to develop concepts that can scale across markets while preserving the unique characteristics that set each brand apart.