Interdisciplinary execution. Measurable impact.The people you meet are the people who deliver.
Seven disciplines held under a single mandate. No headline partner, no rotating bench, no gaps between advisers for you to manage.
First conversations are free, and we'll tell you honestly if we're not the right fit.
Four things we're brought in for
A stock exchange, a foreign shelf, or India for the first time.These are the situations people call us about. What we bring to them comes further down.
Ready long before the filing
Preparing a business for the scrutiny of a public offering. The structure, the numbers, the governance, and the people you'll need around the table.
Selling into new countries
Finding the right buyers abroad and getting your product to them, with the certification, labelling and customs work handled before it becomes a problem.
Landing on the ground here
India is signing trade agreements faster than ever, and the door is open wider than most founders abroad have noticed. We help you come through it.
The standards that gate everything
Environment, health and safety rules decide whether a plant opens, a shipment clears and a listing goes through. We keep them ahead of you, not behind.
Diligence reads all of it at once
Your tax position depends on where the IP sits. Your regulatory exposure depends on which entity signed.Handled by separate advisers, each piece looks fine. Read together, the gaps show.
Where the IP sits decides what you pay
A brand or patent held in the wrong entity turns a routine royalty into a transfer pricing question, and then into a disclosure in the offer document. The decision was usually taken years earlier by someone not thinking about tax.
Which entity signed decides what is licensed
Export contracts signed by a group company that never held the licence leave a compliance history somebody has to explain. It rarely surfaces until a diligence team maps every contract against every approval.
A consent belongs to an entity, not a plant
Consents and waste authorisations are issued to a named company, not to a plant. Move the asset in a merger or a slump sale and the approval does not travel with it. The line runs unconsented until a buyer or an inspector asks.
An old reorganisation shows up at filing
A merger or share transfer done cleanly under one set of rules can still leave promoter classification, lock-in or related party positions that read badly years later. Unwinding it late is expensive.
Each arc joins two disciplines where a decision taken in one changes the correct answer in the other. The nine pairings listed below the line are the ones we would not expect to interact.
Brands or patents held outside the listing entity have to be brought in. That transfer is itself a taxable and disclosable event.
Many licences and consents are not transferable. A merger can void an approval the plant is still operating under.
Rights granted in an early round, and any reorganisation since, decide who is classified as promoter and what gets locked in.
An export contract signed by a group company that never held the licence leaves a compliance history somebody has to explain.
Sustained selling activity abroad can create a taxable presence in that country years before anyone files a return there.
A royalty between group entities is a transfer pricing position. Where the mark is registered decides how defensible it is.
Tax neutrality on a scheme of arrangement is fixed when the scheme is drafted, not when it is filed.
Distribution and supply agreements carry change-of-control clauses. A reorganisation can hand a counterparty the right to walk.
R&D funded by one entity but assigned to another leaves the resulting IP outside the group that paid for it.
Weighted deductions depend on which entity recorded the spend and how the activity was documented at the time.
Indirect tax registration follows the regulatory footprint. A site operating under one and not the other is a live exposure.
Instrument choice between equity, preference shares and debentures changes both the tax position and the cap table.
We prepare a business for the diligence a merchant banker will run. The banker certifies readiness and signs the filing. Our job is to make sure there is nothing left for them to certify around.
Seven areas, one team
The same seven from the approach above. This is what we actually do inside each of them, and why no one of them is bought on its own.
Sales into domestic and international markets
Finding the buyers and getting the product in front of them.
- Country and channel screening for a given product
- Which products to lead with, and how to position them
- Landed cost, duties and freight, worked out properly
- Incoterms, logistics routing and customs classification
- Counterparties found, vetted and brought to the table
- Supply, distribution and licensing agreements
- Distributors, retailers and institutional buyers in India
Branding, patents and IPR
Owning what you have built, in the right entity and the right territories.
- Trademark and patent filing strategy, territory by territory
- Where the IP sits in the group, and what moving it costs
- Licensing and royalty arrangements between group entities
- Brand protection and enforcement in export markets
- Freedom to operate checks before entering a new market
- The IP schedule a diligence team will ask you for
Innovation and R&D
Turning development spend into an asset you can evidence.
- Structuring R&D so the output lands in the entity that funded it
- Documentation that will support an incentive claim later
- Weighted deductions and government R&D schemes
- Product adaptation and homologation for target markets
- Testing, certification and technical file preparation
Regulations and legal compliance
Someone senior owning the paperwork so it never becomes the reason you are late.
- Corporate law and secretarial compliance wherever you operate
- Incorporation, the FDI route, approvals and registrations in India
- EU labelling, food safety, REACH and CE routes
- Environmental consents and clearances for new or expanding sites
- Health and safety systems, audits, and ISO 14001 or 45001 readiness
- BRSR, EU carbon border and deforestation reporting
- Supplier and contractor EHS due diligence
- Every specialist consultant coordinated by one person
Funding and government policy
Money, and the policy that decides what money costs.
- Capital structure and the right funding mix
- Pre-IPO rounds, private placements and structured debt
- Introductions to banks, institutions, family offices and strategic investors
- Production-linked and state incentive schemes
- Tariff and trade policy exposure, read early
- Currency movement and capital controls
Restructuring, mergers and acquisitions
Getting the group into a shape that survives scrutiny.
- Holding company design and group simplification
- Bringing IP, contracts and licences into the right entity
- Schemes of arrangement, mergers and demergers
- Target screening, valuation and negotiation
- Promoter classification and cap table clean-up
- Due diligence and data room management
Taxation and applied econometrics
The number everything else eventually resolves into.
- Direct and indirect tax across every jurisdiction you touch
- Transfer pricing on group royalties, services and goods
- Permanent establishment exposure in export markets
- Tax treatment of a scheme of arrangement, decided at drafting
- Landed cost, pricing and margin modelling
- Demand, price and inflation modelling behind a market case
How a project usually runs
Every stage gives you something you can act on. And if the honest answer is "don't do this", we'll say so early.
We get specific
We work out what you're actually deciding, and which of the other areas that decision moves. A market, a product, a structure, a listing. Then we agree what a real answer would need to cover.
We test the idea
Costed and modelled, then read across every area it touches rather than just the obvious ones. You get a recommendation, not a menu of options.
We take it on
A retained mandate with named senior people. Monthly evidence of work rather than slideware, a live view of the pipeline, and a proper quarterly review. Availability, not billable hours.
We open doors
The right counterparties found, qualified and brought to the table, with meetings and negotiations coordinated end to end.
We stay on
We don't disappear after the signature. Part of our fee depends on transactions actually completing, so we want the same thing you do.
What we do, and what we don't
Advisers vague about their limits tend to be vague about accountability.Here's ours, in plain terms, written into every engagement we sign.
What we do
- Advise, model and recommend a course of action
- Find, check and introduce the right counterparties
- Coordinate your bankers, lawyers, auditors and consultants
- Run the programme, the timetable and the reporting
- Stay with the relationship long after the introduction
What we leave to others
- Anything needing SEBI registration, such as lead management, underwriting, book building, placing or marketing securities
- Legal opinions, statutory audit sign-offs and registered valuations
- Manufacturing, shipping, or acting as importer or exporter of record
- Signing contracts on your behalf without written authority
- Promising approvals, sales volumes or a listing outcome, because nobody can
Experience you'll meet, not a brochure
Highly experienced individuals from regulation, public administration,corporate finance and trade, now on your side of the table.
Agentic Sprints Private Limited is a financial and management consultancy incorporated under the Companies Act, 2013, working out of Andheri East in Mumbai. We advise on corporate and financial matters, run feasibility studies for businesses setting up in India and abroad, and help clients build the commercial relationships those plans depend on.
We work quietly by design. Our people have held positions where discretion was the condition of the work, and that habit hasn't left us. It's why you won't find a wall of profiles on this page. You will meet the individuals on your mandate before you sign anything, and their credentials are yours to examine in full at that point.
There is no delegation tier. The people you meet are the people doing the work, and the same people put their names to every monthly update you receive.
We usually work exclusively within an agreed territory and product line. That's deliberate. It's what makes it worth building relationships properly rather than chasing a single transaction and moving on.
Confidentiality runs both ways. What we hold back about ourselves is the same discretion we apply to your business, your counterparties and your intentions.
Tell us the decision you're stuck on
Four things help us give you a useful answer straight away, instead of spending the first meeting working out the basics.
- What you make. The product or service at the centre of this.
- Where you want to take it. A market to sell into, or a listing.
- What's been tried already. Including anything that didn't work.
- What's driving the timing. A deadline, a deal, an opportunity closing.
Every enquiry is read by one of the principals, and we reply within two working days. If it isn't something we can add value to, we'll tell you that plainly.