Startup Studio
A great idea and no idea where to start
Why this exists
Four ways a good idea usually dies
You cannot tell a good quote from a bad one
Three agencies quote ₹3 lakh, ₹12 lakh and ₹40 lakh for what sounds like the same thing, and nothing in any of the three documents explains the difference. Without a technical person you have no way to judge, so the decision comes down to who was most confident on the call.
The first build cannot be changed
Plenty of first versions get delivered, work on the demo day, and then cannot be extended — because they were built to be finished rather than to be continued. The bill for that arrives a year later as "we need to rewrite it".
Nobody told you about the other half
Incorporation, GST, a payment gateway that will actually approve your business, refund and settlement flows, a privacy policy that matches what the app really does, terms that survive a dispute. These are not optional and they are not free, and most founders meet them one crisis at a time.
Investors ask questions you were not warned about
Cap table, monthly retention, CAC, unit economics with their definitions written down, technical due diligence on the codebase. A round is not lost on the idea; it is lost because the data room took six weeks to assemble and looked improvised when it arrived.
The engagement
Seven stages, in the order they happen
Shape the idea
We turn the idea into a scope: what the first version does, what it deliberately does not do, what it costs and how long it takes. You leave with a written plan you could hand to anybody.
Company and compliance
Private limited, LLP or OPC in India; LLC, Ltd or a holding structure abroad. GST, DPIIT startup recognition, trademarks, founder agreements and ESOP structure — decided before they become expensive to fix.
Build the product
A real application, not a prototype. Written on a mainstream stack so that any competent team can take it over, with your code in your repository from the first commit.
Payments and money
Razorpay, Stripe, Cashfree, UPI collections and automated payouts, wired and tested against live credentials — including the settlement, refund and reconciliation paths that are what actually break.
Go to market
Positioning, pricing, the launch itself, SEO that is built into the pages rather than added afterwards, paid acquisition, content and the CRM your first conversations land in.
Traction and systems
Analytics that answer a question, a business management system for operations and money, and a weekly number you can repeat to anyone who asks how it is going.
Funding readiness
A data room that is complete: cap table, financial model, metrics with their definitions written down, a deck, a demo that survives questions, and technical due diligence you will pass.
What you end up holding
Deliverables, not activities
- 01A written scope: what version one does, what it does not, price and date
- 02The repository, in your company’s account, from the first commit
- 03A working application on a live domain, with monitoring on it
- 04Payment gateway live, including refunds and settlement reconciliation
- 05Incorporation certificate, GST, and the founder documents signed
- 06Privacy policy and terms that describe what the software actually does
- 07A CRM your enquiries land in, with the team trained on it
- 08An analytics setup answering the five questions you will be asked
- 09A data room: cap table, model, metric definitions, deck and demo script
The commercial shape
Studio — you are building a startup
The technical co-founder role, without the equity conversation. Product, build, launch, growth and compliance carried together until the company can stand on its own.
It is a retainer rather than a fixed-price build because a startup’s scope genuinely changes every month, and pretending otherwise turns every new discovery into a change request and an argument. You can stop at the end of any month, with the code and the accounts already in your name.
- Monthly retainer
- Product, design and engineering
- GTM, SEO and campaigns
- Formation, compliance and payments
Start with a description, not a specification.
You do not need to know what you want built. Tell us what the business does and who pays for it, and the first thing you get back is a written scope with a price and a date — not an invoice.