🚀 Medial Secures Investment on Shark Tank India - Fueling the Future of Professional Social Networking. 🔥
Login

News on Medial

Related News

Drone startup Aereo raises $15 Mn in Series B

EntrackrEntrackr · 1y ago
Drone startup Aereo raises $15 Mn in Series B
Medial

Commercial drone solutions startup Aereo has secured $15 million in a Series B funding round led by 360 ONE Asset. The round also witnessed participation from its existing investors StartupXseed Ventures and Navam Capital. The company had previously raised $6.44 million at post money valuation of $25.5 million from GrowX Ventures, Startupxseed Ventures, Anicut Capital and others. The fresh funds will be used to expand its aerial intelligence solutions for capital asset management, Aereo said in a press release. Co-founded in 2013 by Vipul Singh and Suhas Banshiwala, Aereo serves in the B2B space in the high tech, aerospace, maritime and defense tech market segments. According to Aereo, it has been a partner for Coal India Limited’s Digicoal initiative, and provides critical business intelligence for some of the world’s largest coal mines for improving productivity. It has also been collaborating with Tata Steel since 2019, aiding the digitalisation of over 27 critical mines and stockyards. The Bengaluru-based company claims that it has mapped over 45,000 villages under the SVAMITVA scheme and covered more than 50,000 sq. km of land area for the Digital India Land Record Modernization Program (DILRMP). The other notable players in this space are Skylark Drones, IdeaForge, Garuda Aerospace, DroneAcharya Aerial, Dhaksha Unmanned Systems and others.

Risa Labs raises $3.5 Mn in seed round led by Binny Bansal

EntrackrEntrackr · 3m ago
Risa Labs raises $3.5 Mn in seed round led by Binny Bansal
Medial

Risa Labs has raised $3.5 million in a seed funding round led by Flipkart co-founder Binny Bansal, with participation from Oncology Ventures, General Catalyst, and others. The proceeds will be used to deploy its AI-based automation platform across 100 cancer centers in the US over the next two years. Co-founded in 2024 by Kshitij Jaggi and Kumar Shivang, Risa Labs offers a workflow orchestration platform called BOSS (Business Operating System as a Service). BOSS uses a network of AI agents, including large language models and digital twins, to automate administrative processes by breaking down complex workflows into micro tasks, addressing the problem of delays in life-saving treatments due to manual and error-prone workflows. Risa Labs claims that BOSS has already been deployed at a cancer center in the US, where it reduced prior authorisation times from 30 minutes to under five, processed over $1 million in medications, and cut administrative costs by two-thirds.

Social networking app O hi bags $1 Mn in pre-Series A round

EntrackrEntrackr · 1y ago
Social networking app O hi bags $1 Mn in pre-Series A round
Medial

Social networking app O hi has raised Rs 8 crore (neary $1 million) in its pre-Series A round led by existing investors JIIF and included participation from several marquee angel investors. The proceeds will be used to strengthen its product and also will integrate an AI-based profiling system. Founded by Adeeti and Rupal, O hi uses real-life human interaction in the same physical environment by creating digital rooms in café, airports, and hotels to form a network of fame, stardom and money in the real world. The Welsh Government has also invited the firm to establish its platform in the UK, with a soft launch set for July 2024, and it is providing support and resources to help Ohi penetrate into the UK market. The startup is making digital chatrooms at spaces like cafes, airport lounges, and hotels for building communities of humans in the real world. The firm claims to have already doubled down the user base which was previously acquired in 24 months in just the last 45 days and all set to hit the next milestone. O hi was in product development phase for over 24 months and now post beta boosting a user base of over 800,000 users.

Why EV maker Ather’s IPO didn’t tick all right boxes

EntrackrEntrackr · 3m ago
Why EV maker Ather’s IPO didn’t tick all right boxes
Medial

Why EV maker Ather’s IPO didn’t tick all right boxes Ather had to scale down its expected valuation from $2 billion to $1.4 billion ahead of the IPO — a move that, to some investors, signaled weaker demand or a lack of confidence. Ather Energy’s Rs 2,626 crore IPO — India’s third-largest public offering of 2025 so far — had all the makings of a headline event: a respected EV brand, strong engineering pedigree, and a fast-growing electric scooter market. Yet, as the subscription window closed, the response appeared muted. Institutional investors subscribed to just 1.7 times the shares allocated for Qualified Institutional Buyers (QIB) category, while Non-Institutional Investors (NIIs) subscribed to only 66% of their quota. Retail investors showed comparatively more interest, with a subscription rate of 1.78 times, thanks possibly to some last minute pushing by brokerages promising the possibility of listing gains. Ather is known for its solid engineering and high-quality scooters. But when it came to the IPO, it struggled to get attention. Many investors felt the company didn’t share a big, bold vision — something Ola did well. Ather had to scale down its expected valuation from $2 billion to $1.4 billion ahead of the IPO — a move that, to some investors, signaled weaker demand or a lack of confidence, especially when compared to the bolder positioning of rivals like Ola Electric. Even when we look at the financials of both EV companies, the contrast is clear. Ahead of its IPO, Ola Electric disclosed in its Red Herring Prospectus (RHP) that it recorded Rs 5,000 crore in revenue for FY24, with a net loss of Rs 1,584 crore — meaning the company spent Rs 1.25 to earn every Rs 1 in revenue. Ather Energy, on the other hand, reported Rs 1,579 crore in revenue with a loss of Rs 580 crore for the first nine months of FY25, translating to a cost of Rs 1.36 to earn every Rs 1. That higher per-unit cost, combined with lower scale, may have made investors cautious, especially when comparing Ather’s path to profitability with Ola’s stronger topline growth. Ather’s slow and steady approach to expansion, which ensured high customer loyalty and trust, has boomeranged when it comes to the IPO. Public markets tend to reward speed, growth, or profitability, and in Ather’s case, it appears lucky to have scraped through with none of the above. That is a huge endorsement of its reputation and promise, and possibly positive word of mouth. That the IPO was practically a compulsion is also a reason why the firm decided to forge ahead, with limited runway available and backers holding off. There is every possibility that investors will have to be more patient than usual to see the firm deliver returns. The founders have almost been timid in making claims linked to prospects, the antithesis of what Bhavish Aggarwal of Ola Electric. One can only hope that this refusal to chest thump will deliver the kind of returns that gladden the heart in time.

uEngage aspires to be Shopify for restaurants in India

EntrackrEntrackr · 1y ago
uEngage aspires to be Shopify for restaurants in India
Medial

If you’re a new restaurant owner, you will probably get your joint listed on Zomato and Swiggy at the earliest. The listing helps with instant discoverability in the operational area and access to the delivery fleet among other benefits. The catch, however, is the steep commission charges restaurant owners have to pay these food aggregator platforms. This is one of the reasons why you see different pricing on Zomato and restaurants’ own menu cards. Chandigarh-based uEngage is looking to fix this exact problem for restaurant owners in the country. The startup offers a wide range of services such as Edge (which lets you start your own ordering app), Flash (which helps manage deliveries and riders), and Prism (which helps automate marketing). The startup is also active on ONDC, enabling businesses to join the open network for digital commerce. We spoke to uEngage CEO and founder Sameer Sharma to learn more about his platform, what it is trying to accomplish, and future roadmap. Here are the edited excerpts: What are the key problems that uEngage is trying to address? When Zomato, Swiggy, and other aggregators entered the picture, we couldn’t understand why they kept increasing commissions and pressuring merchants. Initially, it was 14%, which seemed high. Now, it’s beyond 22% for a major list of merchants, with some newer brands facing rates up to 32-35%. But that’s just the beginning. Beyond base commissions, there are additional costs like payment gateway charges, marketing click payments, often without clear, and cancellation charges without go ahead from the merchant. Recently, I met a leading Zomato-listed restaurant in Chandigarh. Despite generating sales worth Rs 30 lakh, they received only Rs 14.91 lakh, over 50% of their revenue. This has been happening for a while, and this is why we started uEngage. While aggregators offer great technology, demand generation, and modern logistics, there are downsides. Merchants lose control over brand positioning, customer relationship and face significant financial constraints. While aggregators aren’t necessarily evil, there’s much at stake for restaurants in the given circumstances. Please touch upon how the platform works, and how your growth has been so far? uEngage is Like Shopify for restaurants. Being a food-specific platform, we have been able to go deeper and offer extensive plug n play solutions to our restaurant partners. Initially launched as digital ordering platform for restaurants, uEngage has extended the platform into 3 different products covering: Direct Ordering (Mobile Apps, SEO First Websites, WhatsApp Ordering and KIOSk Ordering) – uEngage EDGE Customer Marketing and Omni Channel Loyalty – uEngage PRISM Last Mile Delivery and Tracking (Self Delivery and 3PL) – uEngage Flash At one end we have integrated industry leading POS and Billing Players like Petpooja , POSIST, Urban Piper, TM Bill, etc. to make life simpler for outlet staff, on the other end, we work closely with leading logistics players such as Dunzo, Zomato Xtreme (Zomato’s B2B service), Shadowfax, Loadshare, and Rapido. Together, they form a comprehensive Direct Ordering stack, including commerce, marketing, and logistics components. This ecosystem enables us to provide a holistic solution to our clients. As far as our financial growth goes, last year, our revenue stood at Rs 5.7 crore. This year, we anticipate closing it around Rs 13 crore to Rs 14 crore. This year, we’re projecting a GMV of around Rs 310 crore rupees for our brands. Orders from partner platforms to our revenue; they belong to the respective brands. However, they contribute to the GMV we generate for them. Our focus as a bootstrap company remains on profitability, and we’ve been profitable for more than two years now. Regarding our partnerships, we currently work with close to 4,000 outlets for our Direct Ordering Business and overall 15000+ Outlets for all our offerings including ONDC. What are your plans for the ONDC network? The ONDC is still at a nascent stage but a significant contributor to our revenue. Currently, we have around 15,000 outlets. Our target is to reach 50,000 outlets within the next three to four quarters.

Startups face regulatory heat as ED probes deepen in 2025

EntrackrEntrackr · 11d ago
Startups face regulatory heat as ED probes deepen in 2025
Medial

Startups face regulatory heat as ED probes deepen in 2025 India’s Enforcement Directorate (ED) has intensified its scrutiny of startups in 2025, launching a series of investigations across various sectors, including gaming, fintech, and e-commerce. What started as a few separate investigations has now turned into a larger crackdown, putting a spotlight on how some of India’s top-funded startups follow rules around foreign investment, business structure, and overall compliance. One of the most high-profile targets this year has been opinion trading platform Probo, which came under the ED scanner in July. The agency conducted searches across multiple locations and seized assets worth Rs 284.5 crore, alleging that Probo’s model, where users trade on real-world outcomes, amounts to illegal betting and violates the Prevention of Money Laundering Act (PMLA). While the company has denied any wrongdoing and assured full cooperation with the authorities, on July 15, the Punjab & Haryana High Court heard Probo’s plea to quash the FIR and unfreeze its bank accounts. Though the court declined interim relief, it asked the state to respond regarding partial unfreezing. The matter is now listed for the next hearing on August 26. After the ED intervention, the case has become part of a broader debate over how such platforms are classified and regulated in India’s evolving legal landscape. Around the same time, Myntra, the fashion platform owned by Flipkart, became the subject of a fresh FEMA complaint filed by the ED. The case revolves around alleged misuse of FDI norms to the tune of Rs 1,654 crore. According to the ED, Myntra operated under the wholesale cash-and-carry model, which is eligible for 100% FDI through the automatic route, but was effectively engaged in multi-brand retail by routing goods through a group entity, Vector E-Commerce. According to this structure, ED claims that it has violated caps on intra-group sales and circumvented retail FDI restrictions. The complaint has been placed before the adjudicating authority in Bengaluru. Another startup in the ED’s crosshairs is Simpl, a buy-now-pay-later (BNPL) platform operated by One Sigma Technologies. The agency has alleged FDI violations worth Rs 913 crore, stating that the company misclassified its operations as IT services to raise foreign capital under the automatic route—when in fact, its activities fall under regulated financial services, which require prior government approval. The case underscores a growing pattern where fintech startups offering credit-linked services are being questioned over regulatory arbitrage in FDI filings. In parallel, Paytm and its subsidiaries have come under the ED’s radar for alleged violations of foreign exchange rules. In April 2025, the agency issued a show-cause notice to One97 Communications, Little Internet, and Nearbuy India, citing FEMA breaches worth Rs 611 crore. The matter relates to overseas investments made between 2015 and 2019, which were made before Paytm acquired the entities, without following the RBI’s reporting and pricing norms. While Paytm has maintained that the issue predates its ownership and has no impact on current operations, the case adds to the growing list of startups grappling with retrospective scrutiny over FDI compliance. The scrutiny hasn’t been limited to the domestic startup ecosystem. Global forex trading platform OctaFX is under ED investigation for allegedly laundering nearly Rs 800 crore through unauthorized forex trading in India. The agency claims the firm used fake KYCs, mule accounts, and shell companies to route funds overseas. Assets worth over Rs 292 crore, including a yacht and Spanish real estate, have been attached, with the case ongoing under the PMLA. The ED’s widening crackdown signals a shift from legacy probes to deeper scrutiny of digital-first businesses. For founders and investors, compliance is no longer optional; it’s a live operational risk. The sheer breadth of probes also indicates just how badly tangled with red tape regulations remain in India, pushing everyone to break the rules in one way or another at times. The sheer number of hoops that firms have to jump through, and consequently, the huge amount of time they can save by taking what are sometimes advised as ‘safe shortcuts’, frequently leads to missteps. We have no doubt that, going by the letter of the law, perhaps even ED (which has a terrible conviction record, going more for settlements) will find some overstepping, besides the obvious criminality in some cases. But the larger issue remains the mess that are regulations, and the failure of regulators to address these issues. Regulation in India has been interpreted almost exclusively as a role whose job is to ‘protect’ the end consumer, something where it is easier to pass off tokenism as action. We believe regulators who take a more holistic view, including making life genuinely easier for the firms they are supposed to regulate, will achieve a lot more eventually for the whole ecosystem.

Download the medial app to read full posts, comements and news.