Satin Creditcare subsidiary SGAL invests ₹5 crore in Indic Wisdom via NCDs and CCPS
- SGAL, a subsidiary of Satin Creditcare Network Limited, invested ₹5 crore in Indic Wisdom on September 9, 2026
- The capital was structured as Non-Convertible Debentures (NCDs) and Compulsorily Convertible Preference Shares (CCPS)
- This marks the first deployment from SGAL’s Category II Alternative Investment Fund
- Funds will be used to scale manufacturing capacity and expand offline distribution channels
- Indic Wisdom targets ₹200 crore ARR within 12 months, leveraging Satin Creditcare’s network for pan-India reach

*this image is generated using AI for illustrative purposes only.
Satin Creditcare Network Limited subsidiary Satin Growth Alternatives Limited (SGAL) has deployed its first capital, investing ₹5 crore in Indic Wisdom. The investment, executed on September 9, 2026, marks the initial deployment from SGAL’s Category II Alternative Investment Fund.
The capital was structured as a combination of Non-Convertible Debentures (NCDs) and Compulsorily Convertible Preference Shares (CCPS). This hybrid instrument aligns with SGAL’s stated strategy of providing quasi-debt and equity-linked capital to growth-stage businesses. The deal provides downside protection through the debt component while allowing participation in equity upside via the convertible shares.
Investment Rationale and Structure
Indic Wisdom, a woman-led manufacturer of traditionally crafted food products including wood-pressed oils, is the recipient of the funds. The company focuses on native Indian oilseeds and the upcycling of their by-products into digestible proteins and fibres.
SGAL’s investment aims to address specific operational needs:
- Scale up manufacturing capacity to support growth ambitions.
- Expand offline distribution channels beyond current quick-commerce and e-commerce presence.
- Strengthen supply chain infrastructure to meet projected demand.
The investment was led and structured by SGAL in collaboration with Prajakta Khare and Kaustubh Khare, founders of Indic Wisdom.
Strategic Outlook
Aditi Singh, Director at SGAL and Chief Strategy Officer at Satin Creditcare Network Limited, highlighted the alignment between SGAL’s mandate and Indic Wisdom’s profile. She noted that the company’s sustainable model and early strength across online and offline channels made it a strong candidate for backing.
Shivika Sethi, Fund Manager and Partner at SGAL, emphasized the strategic fit of the NCD and CCPS structure. She stated that this deployment puts their quasi-debt strategy into practice for the first time. SGAL plans to leverage Satin Creditcare’s branch network to drive pan-India distribution expansion for Indic Wisdom.
What the Numbers Show
The investment structure reveals a risk-managed approach to early-stage scaling. By combining NCDs with CCPS, SGAL secures fixed-income protection while retaining optionality for equity appreciation. This structure is particularly relevant given Indic Wisdom’s stated goal of achieving ₹200 crore annual recurring revenue (ARR) within 12 months, a target that requires significant capital efficiency during the manufacturing scale-up phase.
Prajakta Khare, founder of Indic Wisdom, confirmed that the funds will accelerate distribution footprint expansion. She noted the potential to connect with rural households through Satin Creditcare’s extensive network, leveraging the parent company’s established trust and reach.
Historical Stock Returns for Satin Creditcare
| 1 Day | 5 Days | 1 Month | 6 Months | 1 Year | 5 Years |
|---|---|---|---|---|---|
| -0.24% | -1.23% | -4.50% | +46.22% | +47.46% | 0.0% |
How will SGAL's deployment of its Category II AIF capital in this first deal influence the fund's subsequent investment thesis and sector allocation strategy?
What specific metrics will SGAL use to evaluate the success of leveraging Satin Creditcare’s branch network for Indic Wisdom’s offline distribution expansion?
Given Indic Wisdom’s aggressive target of ₹200 crore ARR within 12 months, what operational bottlenecks might arise during the manufacturing scale-up phase despite the new capital injection?


































