How we got here.
A decade of separate signals from real estate, education, and capital markets converged into one thesis.
The signals arrive separately.
Our founders worked across three industries — wealth management, school operations, and real estate — and watched the same pattern emerge from different angles. HNIs increasingly looking for inflation-protected, real-asset yield. Premium schools turning away applicants by the hundreds. Land in metros compounding faster than any financial asset.
The pandemic clarifies the thesis.
When Indian parents could no longer afford to send children abroad, demand for premium domestic schools tripled overnight. NEP 2020 was passed, ratifying a generation of pedagogical shift. The "education infrastructure" line item appeared on family-office allocation models for the first time.
The model is structured.
After eighteen months of iteration with five family offices and three school brands, the four-layer SriYantra capital stack is finalised: PropCo + OpCo + Brand + Operator, with each layer holding the risk and return it is best suited to bear.
SriYantra Education Catalysts launches.
Anshul Raj Garg founds SriYantra with Sudhangshu Biswal and Sanjay Garg — operators, not middlemen. First two projects close in Bengaluru and Hyderabad. Khelo Bharat Niti 2025 validates the policy tailwind.
Scaling to 20 cities, 100 projects.
Targeting 100 catalysed projects across India's top 20 urban centres by 2030. Geographic expansion into the GCC and East Africa, where Indian education brands have strong outbound demand.
