A school is three assets wearing one roof. Fund them from one pocket and something alwaysbreaks.
SriYantra Education Catalysts structures premium K-12 school infrastructure across India, the UAE and East & Southern Africa — assembling land, capital, curriculum brand and operator into a single named project. Not a fund, and not a blind pool.THE PROBLEM , PRECISEL Y
LAYER 0 1
The campus
Land, structure, labs, playing fields, built to NEP-aligned specification. Standing in 2060.
An infrastructure asset in every meaningful sense.
₹100–250 Cr · 30 years · low volatility
LAYER 0 2
The ramp
A full faculty bench paid from a third of eventual enrolment. Premium schools take three to five years to reach steady state. Until then, it burns.
₹25–50 Cr · 4 years underwater · execution risk
LAYER 0 3
The access mandate
Scholarship seats, teacher certification, sport. Real returns — but not to the investor. A public good produced inside a private balance sheet.
no financial return · social outcome
Push fees up and the school drifts out of reach of the very households driving demand. Cut the access layer and it becomes a commodity with a marketing budget. Exit at year seven and you sell an institution that has only just stopped being fragile.
FIGURE · THE THREE - POCKET STACK
A Sri Yantra is a diagram of distinct forces converging into one coherent whole. It is also an accurate picture of how a school gets financed. Three pockets of capital — each with its own return expectation, duration and legal vehicle — meeting at a single point. The bindu at the centre is the institution itself.
The insight is not financial engineering. It is refusing to ask one pocket of capital to do three jobs it was never priced for.
WHY NOW
India's K-12 sector spans roughly 1.5 million schools and 254–260 million students, with private schools carrying about 46% of enrolment; most forecasts converge on US$140–180 billion by 2030 at a 10–12% CAGR. A 31% fall in Indian students going abroad between 2023 and 2025 has pushed demand back into premium domestic schooling, while the 2024 revocation of 150-plus CBSE affiliations began a consolidation that rewards governed operators. Meanwhile Indian corporate CSR hit a record ₹40,794 crore in FY 2024-25, with education taking the largest share at roughly ₹13,877 crore. Capital and mandate are both already in the room. What is missing is the structure that lets them sit at the same table.
FAMILY OFFICE
INSTITUTIONAL CORPORATE CSR
SriYantra Education Catalysts Private Limited · sriyantraeducation.com · [email protected] Page 1 of 2
THREE POCKETS · ONE INSTITUTION
THE BUSINESS CASE , BY POCKET
POCKET 0 1 — PROMOTER FAMILY OFFICE
You own the campus.
Schools are the stickiest tenant class in Indian real estate. Board affiliation attaches to the premises; parents choose on catchment; relocation costs a cohort. Renewal probability behaves closer to a regulated utility than an office tower.
Rent is typically indexed to fee escalation — an inflation hedge secured on appreciating land in a premium catchment. And unlike a logistics park, a school carries a family's name into the next century.
FUNDS
Land, built-to-suit campus
VEHICLE
Project SPV / PropCo holding title
INDICATIVE
6–8% gross rental yield + land appreciation
DURATION
25–30 years, no early-exit pressure
ENTERS
Pre-construction
POCKET 0 2 — COMPANY CSR FUNDS
You fund what fees cannot.
Section 135 already obliges the spend; Schedule VII items (ii) and (vii) already permit education and sport. This directs an existing statutory obligation at a named, auditable, multi-year programme instead of a scattered grant list.
And it does more than good works. Return-free capital deployed at the access layer means the scholarship and teacher-development burden is no longer cross-subsidised out of fees during the loss-making ramp — so fees sit where the market is, enrolment ramps faster, and the blended cost of capital across the whole project falls.
FUNDS
Scholarship seats, teacher certification, sport, digital learning, transport
VEHICLE
Section 8 co. / registered trust with CSR Registration No.
RETURN
Nil financial · statutory compliance + measured outcome
DURATION
3–5 yr programme cycles, renewable
ENTERS
Pre-opening, through ramp
POCKET 0 3 — INSTITUTIONAL CAPITAL
You buy it once it is boring.
Institutions are underwriters of stabilised cash flow, not of construction stacked on approval risk stacked on enrolment risk. Asked to price all three in a single asset, they decline — correctly.
A school at year five is a different instrument: fully enrolled, fee-escalating, long lease, operator with a waiting list. Aggregate twenty across cities and boards and diversification alone changes the credit conversation. Our job is to manufacture assets institutions can buy.
FUNDS
Stabilised portfolio; refinancing of earlier layers
VEHICLE
AIF, platform equity, structured debt, DFI facility
RETURN
Risk-adjusted yield on de-risked cash flows
DURATION
7–15 years
ENTERS
Post-stabilisation, typically year 4–5
THE RULE THAT MAKES THE SPLIT MANDATORY , NOT MERELY ELEGANT
Under Rule 7(4) of the Companies (CSR Policy) Rules, 2014, a capital asset created out of CSR funds cannot be held by the contributing company. It must vest in a Section 8 company, a registered public trust or society holding a CSR Registration Number, the beneficiaries, or a public authority. CSR money therefore cannot build a campus held inside a commercial property company. Any structure that pretends otherwise is not aggressive — it is non-compliant. Far from an obstacle, this is the provision that tells you exactly where each pocket belongs: family-office capital in the bricks, CSR in everything the bricks were built to make possible.
THE SAME LOGIC , THREE GEOGRAPHIES
INDIA — PROVING GROUND
Where the operating discipline is built. Two live projects in Punjab and Delhi NCR with established Indian education brands, plus one advisory mandate — a ~US$20M project base, pre-revenue and self-funded. Every ticket gets ₹500-crore diligence, whatever its size.
UAE — THE TEST
3.5 million Indian residents; only ~10% of UAE schools offer CBSE. International-school numbers grew 7% year-on-year into 2026 with Invest in School Infrastructure 36 new K-12 schools planned and live waiting lists. Sovereign and diaspora capital replaces the family office; KHDA and ADEK approval is the real constraint — and the moat once cleared.
EAST & SOUTH ERN AFRICA — WHERE IT MATTERS MOST
UNESCO recorded 273 million children out of school globally in 2024, with private provision absorbing a growing share across urban Africa. Development finance replaces CSR. Market selection is informed by the team's country familiarity in Zambia, Rwanda and Malawi; approvals are pursued on their merits through the education authorities.
LEGAL ENTITY
SriYantra Education Catalysts Pvt. Ltd.
Incorporated 11 Sep 2024 · MCA India
Pre-revenue · self-funded
STATU TO RYSTANDING
GSTIN 07ABOCS3040C1ZK
DPIIT Startup India DIPP209165
Udyam UDYAM-DL-08-0094735
L E A D E R S H I P
Anshul Raj Garg · Founder & CEO
Sanjay Garg · Partner, Education
Sudhangshu Biswal · Strategic Advisor
HOW WEARE PAID
Structuring fee at close · long-dated fee tied to project performance · SriYantra does not co-invest
If you hold land, capital, a curriculum brand, or a CSR mandate — one of these three pockets is yours.
Thirty minutes, no pitch deck. A candid conversation about whether what we structure fits what you are trying to do. Redacted sample project memos are shared after an introductory call.
[email protected] · sriyantraeducation.com · cal.com/sriyentra/30min · linkedin.com/company/sriyentraec
This document is explanatory and is NOT an offer, invitation, inducement or solicitation to invest, to subscribe for or purchase any security or interest, and NOT investment advice or any recommendation.
SriYantra Education Catalysts Private Limited is a structuring and advisory platform: it is NOT a fund, does NOT pool capital, does NOT operate a collective investment scheme, is NOT registered with SEBI (including as an Investment Adviser under the SEBI (Investment Advisers) Regulations 2013), and does NOT co-invest in the projects it structures. As a private limited company it makes no offer or invitation to the public under s.2(68) or s.42 of the Companies Act 2013. Nothing here is marketed into or within the UAE, and SriYantra holds no SCA, ADGM/FSRA or DIFC/DFSA authorisation. Yield, IRR, ticket and cost figures are indicative structuring parameters — not projections, guarantees or committed terms — and vary by geography, operator, regulatory regime and timing; forward-looking statements may prove wrong. Statements of law are summaries current as at August 2026 and are not legal advice; take your own professional advice and conduct independent diligence. Third-party market data (IMARC Group; ISC Research via ICEF Monitor; UNESCO GEM Report 2026; Fulcrum Bharat CSR Performance Report 2026) is attributed to its publisher and is directional estimate, not audited fact. © 2026 SriYantra Education Catalysts Private Limited.
SriYantra Education Catalysts Private Limited · sriyantraeducation.com · [email protected]