Advisory for Small & Medium Enterprises (SMEs) in India

Typical situation — A smes organisation is professionalising its board and committee structure — often after inducting an external director, receiving investor feedback, or approaching a listing / large lender.

Key considerations — The chair and audit committee typically assess entity structuring — proprietorship, llp, private limited, holding-subsidiary, family and promoter shareholding rationalisation and board and management governance framework, along with the composition of independent directors, RPT frameworks, delegation of authority, whistle-blower and code-of-conduct policies.

How Samagra may assist — Samagra may support a governance diagnostic, draft an updated board charter and committee terms of reference, refresh RPT and materiality policies, and design an annual board calendar with a director-induction pack.

Typical situation — Promoters in a smes business are planning inter-generational succession or key-person continuity — often triggered by a founder's transition, a new-generation entrant, or an external liquidity event on the horizon.

Key considerations — Discussions typically involve working capital and term loan structuring, private equity and growth capital advisory and sme ipo readiness and execution, along with family constitution, trust or holdco design, ESOP / phantom-stock for non-family talent, and staged transfer of operational authority.

How Samagra may assist — Samagra may facilitate a structured family and management conversation, model succession alternatives, draft a family constitution and coordinate the tax, legal and secretarial execution over an agreed multi-year runway.