A private working session. Enter your access PIN to continue.
Jeet Brothers brings capital, networks and patient ownership. Favcy brings the team that builds. One studio, where every decision is gated, written down and owned.
Strategic direction, business networks, corporate access, reputation and long-horizon ownership.
Thesis design, validation, product, growth, operators, shared services and capital readiness.
A governed portfolio—not a collection of projects—with reusable learning and compounding equity.
Jeet Brothers brings capital and access. Favcy builds the companies. Governance keeps everyone aligned and founders investable.
A jointly approved thesis, capital envelope and annual venture-creation target.
Evidence releases the next tranche. Sunk-cost emotion never replaces a gate decision.
Strategy, investment, operations and PortCo governance each have named owners.
Vesting, IP, ESOP, dilution and reserved matters are designed before capital is deployed.
Equity should follow the risk, capital, embedded team and accountability actually taken by the studio. Click a model to open its complete do’s, don’ts and governance design.
Best for an existing startup with a committed founding team, product evidence and a defined acceleration gap.
Best when a strong founder or validated thesis exists, but a hands-on venture squad is required to build and scale.
Best when the studio originates the idea, funds validation, assembles the team and carries primary creation risk.
| Dimension | Acceleration | Co-Builder | Studio Venture |
|---|---|---|---|
| Starting point | Existing startup | Founder or validated thesis | Studio-originated opportunity |
| Favcy/JBV involvement | Programmatic | Embedded venture squad | Company creator and controlling shareholder |
| Control | Founder-controlled | Joint reserved matters | Studio-controlled at formation |
| Equity logic | 3–5% base; milestone top-up to 8% | 15–20% base/earned; performance tranche to 30% | 51–70% studio; operator + ESOP + strategic pool |
| Primary success test | Growth and fundability uplift | Repeatable revenue engine | New investable company created |
| Key mistake to avoid | Delivering co-founder effort for accelerator equity | Open-ended services without milestones | Assuming majority ownership must remain forever |
The structure separates ownership, investment approval and daily execution. Every node is clickable.
The studio should hire for decision ownership and venture throughput. Specialist capability can remain shared until portfolio demand justifies full-time roles.
Full-time: Studio CEO, Head of Venture Creation, 2 Venture Architects/EIRs and Portfolio Controller. Shared from Favcy/JBV: Product & Tech, Growth, Talent, Legal/IP, Finance and Investor Relations. The independent IC/board member is part-time.
The same funnel serves all three models; the depth of studio commitment changes after the model-selection gate.
The highlighted steps show where the studio carries deeper execution responsibility.
Click each readiness item to mark it complete. Progress is saved in this browser for the meeting.
The studio entity governs the JBV–Favcy relationship. PortCo ownership should reflect the venture model, operator incentives, future ESOP and external fundraising.
JBV owns the studio brand/entity and capital mandate. Favcy is the exclusive operating venture-builder under a multi-year agreement with fixed and performance economics.
JBV and Favcy both hold equity in the studio entity. A 2+2+1 board, vesting/buyback and deadlock clauses become essential.
JBV and Favcy agree economics independently for each venture or thematic pool, without shared ownership at studio level.
Operating retainer covers the agreed core platform; venture-specific build costs are budgeted separately.
Favcy’s upside should be linked to venture creation, value milestones or realizations—not only time spent.
Fees, equity and third-party margins are disclosed and approved through the annual budget.
Each PortCo has an approved dilution map for ESOP and future institutional rounds.
An editable base case for three co-built PortCos. All figures are pre-tax discussion targets — to be confirmed with Indian legal, tax and accounting advisers.
Operations + PortCo deployment + held reserve.
Favcy fees ₹1.69Cr, Studio CEO ₹0.60Cr, overhead ₹0.31Cr.
₹1.25Cr authorized per company, released through gates.
Released only on Investment Committee approval.
Retainer billed quarterly in advance; setup split 50/50; PortCo tranches released at gates in months 2, 4, 7 and 10. The ₹1.25Cr reserve is excluded until approved.
| Use of funds | % of capital | Per PortCo (₹L) | All 3 PortCos (₹L) |
|---|---|---|---|
| Product & engineering | 32% | 40 | 120 |
| GTM & paid pilots | 20% | 25 | 75 |
| Founder / operator | 19.2% | 24 | 72 |
| Talent & specialists | 12% | 15 | 45 |
| Contingency | 12% | 15 | 45 |
| Legal, finance & tools | 4.8% | 6 | 18 |
| Total authorized capital | 100% | 125 | 375 |
| Gate | Evidence required | % of capital | Month | Per PortCo (₹L) | All PortCos (₹L) |
|---|---|---|---|---|---|
| G0 · Validation | Buyer urgency, problem evidence, kill criteria | 12% | 2 | 15 | 45 |
| G1 · MVP | Incorporation, operator terms, MVP plan | 20% | 4 | 25 | 75 |
| G2 · Paid pilot | Working product and commercial proof | 28% | 7 | 35 | 105 |
| G3 · Scale | Repeatability, unit economics and next-round case | 40% | 10 | 50 | 150 |
| Total | — | 100% | — | 125 | 375 |
Favcy receives a share of the studio pool — not an additional direct grant from each PortCo. The studio holds an illustrative 24% per co-built PortCo.
| Holder | Share of studio pool | Effective stake / PortCo | After 30% dilution | Illustrative value (₹Cr) |
|---|---|---|---|---|
| JBV | 75% | 18.0% | 12.6% | 12.6 |
| Favcy | 20% | 4.8% | 3.36% | 3.36 |
| Leadership pool | 5% | 1.2% | 0.84% | 0.84 |
| Total studio position | 100% | 24.0% | 16.8% | 16.8 |
Illustrative — one PortCo reaching a value event. Not a forecast.
Average value per successful company in the illustration.
Post-dilution studio position at the modeled outcome.
Illustrative gross multiple on JBV’s deployed capital.
This is the proposed decision-rights map. “Owner” prepares and executes; “Approve” is the formal authority.
| Decision | Owner | Approve | Consult | Inform |
|---|---|---|---|---|
| Annual studio thesis and capital envelope | Studio CEO + Principals | Joint Studio Board | IC, VBO, sector advisors | Portfolio teams |
| Opportunity enters validation | Head of Venture Creation | Investment Committee | JBV domain lead, Favcy specialists | Studio CEO |
| Engagement model and initial equity range | Studio CEO | Investment Committee | Legal, finance, venture lead | Joint Board |
| PortCo incorporation, founder/operator appointment | Venture Lead | IC + Joint Board reserved matter | Talent, legal, independent member | Principals |
| Spend within approved venture budget | Venture CEO / Studio CEO | Delegated per T1/T2 thresholds | Portfolio Controller | Monthly Portfolio Council |
| Material pivot, pause or kill | Venture CEO + Venture Lead | Investment Committee | Portfolio Council, customer evidence | Joint Board |
| New share issue, debt, M&A, sale of core IP | PortCo CEO | PortCo Board + Studio reserved matter | Legal, finance, investors | Principals |
| Related-party transaction | Portfolio Controller | Non-conflicted board/committee members | Audit, Risk & IP Committee | All directors |
| Use of Jeet Brothers brand or public commitment | Studio CEO | JBV brand principal / delegated owner | Favcy communications | Joint Board |
| Favcy delivery standards and team deployment | Favcy Operating Partner | Studio CEO within approved mandate | Venture lead, JBV sponsor | Portfolio Council |
Thesis change, capital envelope, new venture incorporation, equity/convertibles, material debt, related-party deals, core IP transfer, founder removal, M&A and studio-brand commitments.
Define T1 for venture CEO, T2 for Studio CEO, T3 for IC and “above T3” for the Joint Board. Thresholds should cover spend, hiring, contracts and discounts.
Management resolution → Joint Board → Principals Council → mediation / pre-agreed buy-sell or status-quo mechanism. No unilateral action on a reserved matter.
These are the policy headings for the definitive Studio Charter, Operating Agreement and PortCo templates.
By Day 90: governance running, a real pipeline, and one or two build decisions backed by evidence.
Create the mandate, decision system and minimum operating team.
Build qualified deal flow and test the operating cadence.
Convert validation into explicit build, partner, pivot or kill decisions.
Every gate, exception, conflict and tranche has an auditable record.
Time from approved opportunity to build / partner / pivot / kill decision.
Illustrative screened, validated and build-approved opportunity funnel.
Studio operating runway plus venture-specific tranche plan.
Click to mark decisions complete. Add notes on the right; both are saved in this browser.