The business model, on one page

demowho and where

Not a feature. Sign-in decides both of these; until then, this does.

Demo map
Company

The business model, on one page

Nine blocks. Corto filled in what it could read; the rest is the founder's.

The marks on it are his — what Corto thinks of it is shown to him and to nobody else.

Customer segments

  • Sundaram Auto Systems — 31% of revenue
  • Meridian Drivetrain Ltd — 22% of revenue
  • Sharma Traders — 9% of revenue
  • Beta Forgings — 6% of revenue
Party-wise billing, TallyRecord

Value proposition

yours to decide

  • Precision-machined auto components — housings, shafts, the tight-tolerance work not everyone can do — to Tier-1 suppliers and OEMs in the West zone, from one plant in Bhosari.
His own words, in the interview — the only block he writesStated

Channels

  • OEM and tier-1 rate contracts — the route every order actually arrives by
  • Inbound enquiries through the website and listings — uncounted, and the last new customer came this way
Shared mailboxes and the interviewStated

Customer relationships

yours to decide

  • Top four hold 68% of billing
  • Typical cycle 58 days on paper
Party ledger — repeat pattern and concentrationRecord

Revenue streams

  • Filed revenue ₹80 Cr — machined brackets and housings to OEMs and tier-1s
  • By product line: not readable until the item masters connect
AOC-4, FY24Record

Key resources

  • Plant at Bhosari MIDC; 3 registered charges securing ₹6.4 Cr
MCA charges register; key-person risks named in the interviewRecord

Key activities

  • Precision machining to OEM drawings; quoting against annual price-downs; dispatch on the buyer's schedule
  • 5 systems carry the day-to-day record — Tally, Shared Drive, Bank alerts, Shared mailboxes
What the connected systems show the hours going intoComputed

Key partners

  • Kalyani Steel Supply
  • Pune Precision Foundry
  • Metrolab Calibration Services
Supplier ledger and the charges register (lenders named)Record

Cost structure

yours to decide

  • Material the largest line — by his own count 62%, not yet a ledger figure
  • Power 6.8% of cost — from the expense ledgers, replacing his 3–4%
Expense ledgers where connected; the interview where notRecord

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