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 YLAYER 0 1The campusLand, 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 volatilityLAYER 0 2The rampA 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 riskLAYER 0 3The access mandateScholarship seats, teacher certification, sport. Real returns — but not to the investor. A public good produced inside a private balance sheet.no financial return · social outcomePush 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 STACKA 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 NOWIndia'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 OFFICEINSTITUTIONAL CORPORATE CSRSriYantra Education Catalysts Private Limited · sriyantraeducation.com · [email protected] Page 1 of 2THREE POCKETS · ONE INSTITUTIONTHE BUSINESS CASE , BY POCKETPOCKET 0 1 — PROMOTER FAMILY OFFICEYou 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.FUNDSLand, built-to-suit campusVEHICLEProject SPV / PropCo holding titleINDICATIVE6–8% gross rental yield + land appreciationDURATION25–30 years, no early-exit pressureENTERSPre-constructionPOCKET 0 2 — COMPANY CSR FUNDSYou 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.FUNDSScholarship seats, teacher certification, sport, digital learning, transportVEHICLESection 8 co. / registered trust with CSR Registration No.RETURNNil financial · statutory compliance + measured outcomeDURATION3–5 yr programme cycles, renewableENTERSPre-opening, through rampPOCKET 0 3 — INSTITUTIONAL CAPITALYou 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.FUNDSStabilised portfolio; refinancing of earlier layersVEHICLEAIF, platform equity, structured debt, DFI facilityRETURNRisk-adjusted yield on de-risked cash flowsDURATION7–15 yearsENTERSPost-stabilisation, typically year 4–5THE RULE THAT MAKES THE SPLIT MANDATORY , NOT MERELY ELEGANTUnder Rule 7(4) of the Companies (CSR Policy) Rules, 2014, a capital asset created K12 school infrastructure investment 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 GEOGRAPHIESINDIA — PROVING GROUNDWhere 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 TEST3.5 million Indian residents; only ~10% of UAE schools offer CBSE. International-school numbers grew 7% year-on-year into 2026 with 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 MOSTUNESCO 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 ENTITYSriYantra Education Catalysts Pvt. Ltd.Incorporated 11 Sep 2024 · MCA IndiaPre-revenue · self-fundedSTATU TO RYSTANDINGGSTIN 07ABOCS3040C1ZKDPIIT Startup India DIPP209165Udyam UDYAM-DL-08-0094735L E A D E R S H I PAnshul Raj Garg · Founder & CEOSanjay Garg · Partner, EducationSudhangshu Biswal · Strategic AdvisorHOW WEARE PAIDStructuring fee at close · long-dated fee tied to project performance · SriYantra does not co-investIf 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 [email protected] · sriyantraeducation.com · cal.com/sriyentra/30min · linkedin.com/company/sriyentraecThis 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]