Founded in 2021, Deep Algorithm operates on a B2B model, offering enterprise-grade security products such as adapID-AI, an adaptive behavioral intelligence identity engine that continuously models identity behaviour across systems, detecting compromised credentials, lateral movement, insider threats, and anomalous access before exploitation occurs. Another key product is BotShield-AI, a tool designed for zero-day threat prevention, DDOS mitigation, and runtime application protection.  BotShield AI CTEM is a fully autonomous agentic AI platform that continuously learns your environment, simulates adversary behaviour, and deploys defence, without waiting for human input.

Speaking on the announcement, JP Mishra, Founder and CEO says, “We have always seen identity as dynamic rather than static—defined by continuous behavioral signals. As threats evolve, particularly with the rise of agentic AI-driven attacks, behavior becomes the new fingerprint. Continuous monitoring of human–machine interactions is critical to securing the enterprise digital landscape. Agentic identity security is not just a capability—it represents the future of behavioral intelligence, and we are building the foundation for it”

He further adds, Over the last 12 months, We have been on a strong growth recording  3X increase in closing ARR from FY25 to FY26 and we expect  this to increase 20X by FY 2027. As we continue to scale, we are also preparing to announce the launch of our adapID AI CIRM Platform for Agentic Identity, a first-of-its-kind solution purpose-built for the age of AI agents”.

Commenting on leading the round, Anil Joshi, Managing Partner, Unicorn India Ventures says,“Cybersecurity-as-a-service is witnessing increasing demand as threat actors evolve and raise the stakes with AI and agentic AI. Recognising the urgency for action, Deep Algorithms is building products that address a growing enterprise blind spot—establishing trust, control, and accountability for autonomous agents through context-aware behavioural identity, enabling secure and governed AI-driven operations.”

The company previously raised Rs 10.8 crore from Unicorn India Ventures.

Deep Algorithms serves customers across the BFSI, Fintech, and enterprise sectors, including banks and digital platforms. Their key clients include Canara Bank, Karnataka Bank, DCB Bank, CSB, NCRTC, and BVH. It is currently engaged in discussions and ongoing POCs with other Banks, Defense, and Government Organizations.

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Mr. Ravi Narayanan, MD & CEO, SMFG India Credit, said “This capital infusion from SMFG reinforces our strategy and execution strength as we enter our next phase of growth. We remain focused on delivering sustainable, predictable, and non-volatile growth through superior execution and agility. By accelerating our digital transformation journey with new-age technologies, strengthening our commitment to fair, transparent practices to enhance customer experience and upholding highest standards of governance, compliance & risk management, we are well-positioned to deepen our market presence and create long-term value for our stakeholders.”

SMICC’s Assets Under Management (AUM) stood at INR 64,100 crore as of December 31, 2025, reflecting a year-on-year growth of 21%. Disbursements for the period April 2025 to December 2025 was INR 39,500 crore, registering a year-on-year growth of 29%.

About SMFG India Credit: SMFG India Credit Co. Ltd., a leading NBFC – Investment and Credit Company (NBFC-ICC) registered with the Reserve Bank of India and a wholly owned subsidiary of Sumitomo Mitsui Financial Group (SMFG), has been operating in India since 2007. Together with its subsidiary, SMFG India Home Finance Co. Ltd. also known as SMFG Grihashakti, the company has established a pan-India presence, across 670+ towns and 70,000+ villages through 1000+ branches and 22,500+ employees offering lending products to underserved & unserved retail and small business borrowers. By doing so, it has introduced people to formal credit. SMFG India Credit along with SMFG Grihashakti offers a comprehensive range of lending solutions, including SME financing, commercial vehicle and two-wheeler loans, home loans, home improvement loans, loans against property and shares, personal loans, and rural livelihood advancement loans etc.

About Sumitomo Mitsui Financial Group (SMFG): SMFG is one of the largest global banking and financial service groups, offering a diverse range of financial services including commercial banking, leasing, securities and consumer finance and is headquartered in Japan. SMFG is listed on the Tokyo and New York (via ADR) Stock Exchanges and has a market capitalization of approximately US$123.8 billion (as of the end of December 2025). SMFG is one of the global systemically important banks (G-SIBs) and has high credit ratings of A1 by Moody’s Investors Service and A- by Standard & Poor’s.

The post SMFG India Credit Receives INR 1,075 Crore Investment from Sumitomo Mitsui Financial Group appeared first on The India Bizz Startup News Website.

Oversize apparel was trending globally when the pandemic struck the world in 2020. Indian brands, however, refused to pick up the trend. Gupta started with basic products, making mockups, and promoting them on Instagram through ads to generate orders, until he pivoted to oversized T-shirts for women and gradually widened the basket to a unisex portfolio.

“I didn’t fully realise it, but the timing worked in our favour. No one was doing this. Most of the T-shirts available in the market lacked quality and strong design. From day one itself, we focussed on design and quality to create space for Bonkers.”

The D2C brand got a boost after it appeared on Shark Tank India Season 5, where Namita Thapar of Emcure Pharmaceuticals committed ₹1.5 Cr in investment. Bonkers cornered $15 Mn from its Series A round, led by India SME Investments along with participation from Atul Ruia-led Phoenix Family Office, in March 2026.

Bootstrapped until the first round, the brand remained profitable since its debut. Backed by a steady growth in business, Bonkers bespoke into the retail space in 2023. Three years on, it counts 40% of its business coming from the retail wing.

“Since we were making profits, we did not think of raising external capital. But, as retail was doing well, we needed money to push our offline expansion. A single store takes up to ₹3 Cr to set up,” Gupta said.

The Building Blocks Of Streetwear

In 2011, Gupta dropped out of college after his family’s textile printing business suffered strains.

He stepped in and started figuring out the fundamentals of textile printing — from strain printing processes to how chemicals behave, and what could go wrong in production. By 2013, he decided to move into garment manufacturing. 

“While I always wanted to build my own brand, I knew that I lacked the experience. Manufacturing felt like the right place to start,” Gupta said.

That phase gave him a front-row seat to India’s booming D2C theatre. He observed how online-first brands scaled, operated, and evolved once funding came into the picture. “When funding comes in, the brand changes. I didn’t feel I could build long-term relationships in that setup.”

The turning point came during the 2020 lockdowns. Manufacturing slowed, payments became uncertain, and it forced a decision: keep depending on other brands or build something of your own.

Gupta spotted a clear gap. While oversized streetwear was already a global phenomenon, part of a market estimated at over $371 Bn in 2025, but in India, the category was still nascent, fragmented, and largely untapped. 

Bonkers Corner zeroed in on this. “It was trending a lot globally. So, we started oversize apparel with a few SKUs in women-focussed tees. Once traction from DM increased, we launched our own website in 2020. By the time we closed our first full fiscal in FY21, we were standing at an INR 5 Cr revenue,” said Gupta.

Venturing Beyond The Core 

By the time Bonkers turned two, Gupta realised that the category was naturally unisex. The realisation was affirmed by a notable traction from male buyers. “Male models were hired,” he said. 

“This shift also helped us optimise inventory. Instead of managing separate stock for men and women, a single inventory could serve both the segments, no matter if the split was 70-30 or 50-50. This helped us get rid of any dead stock at all. While most brands typically see 5–10% inventory write-offs, we haven’t had to write off any products.”

The brand’s unisex streetwear portfolio today spans across 12,000 SKUs in categories such as oversized apparel, gym wear, joggers, hoodies and sweatshirts. 

Expanding beyond the core, Bonkers also leaned into licensed collaborations early on with brands such as Disney, Smiley, Playboy, Tokidoki, and Hot Wheels. These collaborations now make up 15% of its revenue. 

Its first physical event was Comic Con, a pop-culture event where people gather to celebrate comics, movies, television, gaming, anime, and more. This came as a shot in the arm for the offline segment, while the online foundation kept gathering strength.

That’s when Bonkers decided to approach Phoenix Mall to set up their first physical store. It was launched in September 2023.

What Paid Off For Bonkers Corner

From online to offline expansion and focus on vertical penetration, Bonkers has established a few concrete strategies.

Mastering The Basics: Gupta counts his technical experience and knowledge as the competitive edge of the brand. After spending nine years in production, he claims that Bonkers is directly involved in every stage of manufacturing the product – from sourcing of material to supply chain. 

“There’s a clear difference between us and many other brands because I come from a technical background, having spent nearly nine years in production. I understand everything from sourcing and pricing to garment construction, so there’s no scope for inefficiencies or being misled. Many founders rely on intermediaries for these decisions, which raises costs and reduces quality,” he added.

Cost Discipline At Core: The company always kept a tighter leash on expenses. Gupta stressed that the brand has stayed focussed on certain basics like this since day one, while keeping its team size and overheads largely unchanged. 

He claims that even today, the company maintains a lean structure, with controlled overheads despite rising revenue. 

Quality Machinery And In-House Production: Bonkers chose to work directly with vendors, instead of relying on intermediaries.

The company claims to be handling everything in-house. It runs three manufacturing sites. Its printing machinery is bought from Portugal and stitching and embroidery machines from Japan, while its raw materials are domestically sourced, including yarn from Vardhaman, with inks imported from Japan. 

The D2C fashion industry, according to Gupta, struggles with lack of transparency as a lot of brands do not know much about sourcing as they appoint intermediaries to do it on their behalf. This also impacts costing. 

Bonkers held onto its initially identified trends pretty strongly. For instance, its joggers became bestsellers in the initial cycle. Today, the product makes up 50% of its revenue. 

The Influencer Marketing Play: Bonkers adopted a digital-first, influencer-heavy strategy once the brand started getting customers in 2021-23. In in the initial phase, it spent roughly 40–50% of its marketing budget on influencer collaborations. “This helped drive high organic discovery and low-cost customer acquisition among Gen Z audiences,” Gupta said.

As the business scaled, the marketing mix became more balanced with 30-35% spent on performance marketing (Meta/Google), 25–30% on influencer marketing, and 15–20% on content and social. “Importantly, influencer marketing transitioned from a pure acquisition lever to a content and trust engine, while offline stores began acting both as visibility drivers and conversion hubs.”

Charting The Future 

The ongoing conflict in West Asia has affected several vital industries in India with apparels being one of the worst hit. From a surge in raw material prices to shortage of workers, Indian D2C brands are absorbing the cut as of now. 

Gupta mentioned that several workers from his factories have migrated back to their home towns after LPG price hike raised their cost of living in cities. The price of raw materials like yarn and dye too has gone up to 30%. “If the war goes on, I will have to change the pricing. As of now, I am absorbing the extra cost.”

With fresh capital in place, the company is now gearing up for aggressive retail expansion. It plans to have 100 outlets by next year, including 25–30 to be launched this fiscal. Retail contributes to 40% of the total revenue, while 55% comes from its own website and 5% from marketplaces. 

The brand is working to set up a green manufacturing plant with a total investment of approximately ₹100 Cr. The investment will take place in phases with ₹30 Cr infused in the first phase. 

Bonkers aims to have all compliance certificates and make 100% sustainable operations at the green plant. It has bought a place in the Murbad city of Maharashtra for this. The brand has three manufacturing facilities in Patgaon, Ulhasnagar, and Khopoli. 

With the green plant, Gupta plans to shut two of three existing manufacturing plants and centralise them in a bigger unit. It is pertinent to note that the brand handles manufacturing in-house. In the ongoing fiscal, Bonkers will focus on denim as a category extensively. 

The post How Bonkers Corner Bootstrapped Its Way To A ₹195 Cr Streetwear Brand appeared first on The India Bizz Startup News Website.

Why the Monorail Was Shut Down

Operations were halted on September 20, 2025, after multiple technical failures, including mid-journey breakdowns that raised serious safety concerns.

The Mumbai Metropolitan Region Development Authority (MMRDA) decided to suspend services entirely rather than continue with patchwork fixes.

This pause allowed authorities to rethink the system from the ground up—focusing on long-term reliability instead of short-term repairs.

What Has Changed: Technology & Safety Upgrades

The monorail is not just restarting—it’s being rebuilt with modern systems. Key upgrades include:

• New rolling stock (train sets) to replace aging rakes
• CBTC-based signalling system for better control and safety
• Fleet refurbishment and system overhaul across operations

Importantly, the upgraded system has already received certification from an independent safety assessor, Bureau Veritas, ensuring it meets required safety standards.

A final clearance from railway safety authorities is expected before full operations resume.

When Will Services Resume?

While an exact date is yet to be officially announced, reports suggest the monorail could return around April–May 2026, once all safety approvals are in place.

Trial runs and testing are currently underway, indicating that the system is in its final readiness phase.

Route & Connectivity: Why It Still Matters

The Mumbai Monorail runs from Chembur to Sant Gadge Maharaj Chowk, covering around 19.5 km and connecting key parts of eastern and central Mumbai.

Despite earlier criticism for poor integration, authorities are now focusing on improving connectivity—especially linking it with upcoming metro lines like Metro Line 2B to increase ridership.

Better integration could finally unlock the system’s potential as a feeder network.

Can the Monorail Win Back Public Trust?

The biggest challenge isn’t technology—it’s perception.

The monorail has long been labeled as underutilized and unreliable, with frequent breakdowns and low passenger numbers. But this relaunch offers a chance to reset that narrative.

If the upgraded system delivers:

• Consistent performance
• Better frequency
• Seamless connectivity

…it could finally become a meaningful part of Mumbai’s public transport ecosystem.

The Bigger Picture

Mumbai is rapidly expanding its metro network, but last-mile connectivity remains a challenge.

The monorail—if fixed properly—can play a crucial supporting role by connecting dense urban pockets that metros may not directly serve.

A Second Chance for Mumbai’s Monorail

This isn’t just a restart—it’s a reboot.

After years of setbacks, the Mumbai Monorail is getting a rare second chance. Whether it succeeds this time will depend on one thing:
consistent performance, not promises.

Summary

Mumbai Monorail is set to resume operations after being shut since September 2025 due to technical failures. Upgraded with new trains, CBTC signalling, and safety certifications, services may restart by April–May 2026. The relaunch aims to improve reliability and integration with metro lines, giving the monorail a second chance to become a key part of Mumbai’s transport system.

The post Mumbai Monorail Project Kickstarts With 19.54 Kms Line Between Chembur to Sant Gadge Maharaj Chowk appeared first on The India Bizz Startup News Website.

As per the clause, Zomato could fine three times the differential amount for each order, if the restaurant partners violated the clause. The older version of the contract stated that Zomato could use customer complaints or even “mystery shopping” to investigate price disparity between a restaurants’ dine-in prices and cost on the platform. 

While the clause existed in the contract, it was never enforced, as per sources.  Inc42 has reached out to Zomato to seek clarification on the development. The story will be updated based on its response. 

Reuters reported the development first. As per its report, the clause was opposed by the National Restaurant Association of India (NRAI) as it restricted restaurants’ pricing ability.

Last year, Zomato was seeking feedback from its restaurant partners to bring alterations to its commission models. These discussions were kicked started due to intensified competition after Rapido entered the foodtech space with Ownly. However, nothing concrete came from this.

In the past, Zomato had also rolled out a policy under which refund costs were to be split equally between the platform and restaurant partners. However, it was put on hold after receiving cold response from the restaurant partners. 

On the consumer front, the listed foodtech giant hiked its platform fees by nearly 20% to ₹14.9 per order on a pre-GST basis in March. This price increment came within months of it hiking the platform fee to ₹12.5.

Zomato’s to and fro around restaurant partner policy comes at a time when West Asia conflict has put a major burden on eateries due to difficulties in procuring LPG. The prices of the gas have gone up significantly since March, resulting in restricted deliveries to temporary halt in operations.

This, in turn, is also expected to have some pressure on the financial performance of food delivery platforms. A market analyst Inc42 spoke with in March said that while the current disruption may be temporary, restaurant-side constraints could quickly reflect in platform metrics. “Even a short-term LPG shortage could translate into fewer active restaurants, reduced menu availability and lower order volumes which will trigger investor reaction” the analyst had said.

While Eternal’s Q4 FY26 results are due next week, Zomato raked in an operating profit of ₹547 Cr (up 27% YoY) during the December quarter. The segment’s revenue grew 29% YoY to ₹2,676 Cr.  

Eternal’s net profit jumped 73% to ₹102 Cr in the quarter, while operating revenue surged more than 3X to ₹16,315 Cr, largely due to Blinkit’s shift to inventory-led model.

Shares of Eternal ended today’s trading session 1.16% lower at ₹259.90 on the BSE

The post Zomato Withdraws Price Parity Clause From Restaurant Contracts appeared first on The India Bizz Startup News Website.

The startup, co-founded in July 2024 by Om Misra, Tapan Ranjan, and Harsh Garg, builds casual and puzzle mobile games for a global audience. Proceeds from the seed round will be used to scale its portfolio of live and upcoming titles, deepen its internal technology stack, and selectively grow the team.

Spill Games operates a proprietary in-house engine called Spillway, which it says allows the company to modularise development across analytics, retention, monetisation, and live operations enabling new titles to ship roughly 4x faster than a traditional studio workflow. The company currently has five live games, with three having reached positive unit economics.

Mobile gaming globally is projected to exceed $107 billion in revenue in 2026, according to market research cited by the company. Within that, casual and hybrid-casual formats have emerged as the most capital-efficient entry points for new studios, given lower development costs and broad demographic appeal. Indian gaming startups have increasingly attracted early-stage institutional capital as investors look to back studios that can punch above their weight through proprietary tooling rather than marketing spend.

Statista projects global mobile games revenue to reach $134.22 billion in 2026, making it the largest segment in the overall gaming industry. Spill Games’ bet on an in-house engine rather than relying on off-the-shelf platforms places it closer to a technology company than a traditional game studio, a positioning that typically commands better multiples at later stages.

Most early-stage studios burn cash testing concepts; Spill Games’ Spillway engine is designed to compress that cycle. The plan to test 20-plus prototypes over the next 18 months is aggressive but internally consistent with that model. The more interesting question is whether the studio can maintain capital efficiency as it moves into hybrid-casual and in-app purchase formats, which require deeper content investment than the ad-led model that currently drives its revenue. Competitors like Tripledot Studios and Playrix scaled precisely by owning this transition.

The post Mobile gaming startup Spill Games raises $3.1 mn in seed round co-led by Centre Court Capital appeared first on The India Bizz Startup News Website.

The announcement brings LightFury’s total funding to $19.5 million, less than two years after the studio was founded. The company had previously raised $8.5 million in a seed round in April 2024, led by Blume Ventures, with participation from MIXI and Gemba Capital. The pre-Series A capital will go toward completing development of eCricket and building out its live operations infrastructure the post-launch content pipeline that sustains engagement and monetisation in free-to-play titles.

By signing a global player roster licence covering over 600 professional cricketers including international names like Chris Gayle, Ben Stokes, Pat Cummins, and Andre Russell alongside the Indian investor-athletes LightFury is building both the IP rights and the community credibility that cricket games have historically struggled to secure. The decision to bring in active players as equity stakeholders, rather than paid brand ambassadors, signals a distribution strategy as much as a funding one.

LightFury was founded in 2024 by Karan Shroff, the former CMO and Partner at Unacademy, alongside gaming industry veteran Anurag Banerjee  who built renowned titles including Assassin’s Creed and Batman: Arkham Asylum at Ubisoft and Rocksteady Studios  and Tina Balachandran, formerly a senior VP at Unacademy and an ex-Tencent Games executive. Together, the founding team has worked across more than 40 AAA titles. Shroff’s cricket-specific institutional knowledge runs deep: at Unacademy, he had led the brand’s IPL association and signed Sachin Tendulkar and MS Dhoni as ambassadors the same Dhoni who is now an investor in his next act.

eCricket was first publicly unveiled at GDC 2025 in San Francisco, developed in collaboration with Amazon Web Services and powered by AWS’s Amazon GameLift Streams a cloud-streaming layer that lets players access high-fidelity gameplay through a browser on any device, bypassing the hardware limitations that have kept console-grade gaming out of reach for most Indian users. The game is built on Unreal Engine 5 and will feature physics-driven gameplay, AI commentary, tactical batting and bowling systems, and a broadcast-style presentation. It will follow a free-to-play model with in-app purchases — player cards, cosmetics, stadium upgrades, and season passes with no real-money gaming element, keeping it fully compliant with India’s Online Gaming Act, 2025.

The timing matters. India’s mobile gaming revenue grew 15% year over year in Q1 2026, significantly outperforming the global rate of 0.4%, and the broader Indian gaming market is projected to grow at a CAGR of 14.52% through 2031, reaching nearly $10 billion. Yet no Indian studio has credibly produced a AAA title at commercial scale. LightFury is making the most deliberate attempt yet and with this round, it has the runway, the roster, and the regulatory tailwind to find out if the market is as ready as the numbers suggest.

The post  LightFury Games Raises $11 Million from MS Dhoni appeared first on The India Bizz Startup News Website.

The company will use the funds to expand Rysen School’s campus network across emerging cities, strengthen its technology led learning infrastructure, and scale standardized school operating models, AITS said in a press release.

Howdy, Desk

Founded in 2023 by O.P. Godara, Kapil Arya, Dr. Kapil Jain, and Pritesh Meena, AITS is an education infrastructure and school management company focused on building scalable K to 12 institutions across Tier 2 and Tier 3 India. Through Rysen School, it combines structured academics, experiential learning, and technology enabled instruction within an asset light model.

Since inception, AITS has established 15 campuses across nine cities, enrolling over 10,000 students. The company aims to reach 100,000 students over the next three years by adding 100 new campuses across emerging markets.

It also plans to build a centralized learning ecosystem with smart classrooms, coding labs, blended learning tools, and academic analytics, along with expanding teacher training and performance tracking systems to improve student outcomes at scale.

The post Rysen School operator AITS raises $4 Mn in pre-Series A round appeared first on The India Bizz Startup News Website.

Over the past few years, Ullu has emerged as one of the fastest-growing niche OTT platforms in India. Known for its adult-themed and drama-driven web series, the platform has successfully tapped into a segment often overlooked by traditional streaming services. With affordable subscription plans and a steady stream of high-engagement content, Ullu has built a loyal viewer base, especially in tier-2 and tier-3 cities.

On the other hand, Mastram—originally gaining popularity as a web series—has evolved into a recognizable brand in the bold-content category. Its storytelling, often rooted in fantasy and adult narratives, has sparked both curiosity and controversy, helping it achieve viral popularity across digital platforms.

What sets these platforms apart is their deep understanding of audience demand. While mainstream OTT players focus on big-budget productions and celebrity-driven content, platforms like Ullu prioritize volume, relatability, and quick consumption. This strategy allows them to release frequent episodes and maintain consistent viewer engagement.

However, the rise of such platforms hasn’t been without criticism. Concerns around content regulation, censorship, and ethical boundaries continue to spark debates in India’s digital media space. Despite this, the demand for bold and alternative content remains strong, driving continued growth for niche OTT services.

As India’s internet penetration deepens and digital consumption rises, platforms like Ullu and Mastram are proving that there is a significant market beyond conventional storytelling. Their success highlights a broader shift in viewer preferences where accessibility, affordability, and niche appeal can rival even the biggest names in the OTT industry.

The post Bold Content Boom: How Ullu & Mastram Are Redefining India’s OTT Landscap appeared first on The India Bizz Startup News Website.

A major chunk of this funding will be directed toward scaling its quick commerce arm, Amazon Now. Currently active in key metros like Delhi NCR, Mumbai, and Bengaluru, the service is powered by nearly 300 micro-fulfilment centres. Amazon now plans to double this footprint, aiming to strengthen its position in the rapidly growing quick delivery segment.

Beyond quick commerce, the company is also expanding its nationwide ecommerce backbone. This includes adding more warehouses and last-mile delivery stations to ensure faster and more efficient deliveries across India.

This latest announcement follows Amazon India’s ₹2,000 crore investment in June 2025, which focused on upgrading logistics infrastructure amid rising competition from quick commerce players. That earlier investment enabled the rollout of 17 new fulfilment centres, six sortation hubs, and 75 last-mile delivery stations.

In addition to physical infrastructure, Amazon is also betting heavily on advanced technologies. A portion of the new funds will be channelled into integrating artificial intelligence and machine learning into its operations network—helping improve demand forecasting, inventory management, and delivery efficiency.

The company has steadily increased its long-term commitment to India, raising its total planned investment to $35 billion in late 2025. Between 2010 and 2024, Amazon has already invested close to $40 billion in the country, underlining its long-term confidence in India’s digital economy.

On the financial front, Amazon’s marketplace arm, Amazon Seller Services, reported strong performance in FY25. Revenue from operations climbed to ₹30,139 crore, driven by growth in marketplace services and advertising. At the same time, losses narrowed significantly to ₹374 crore, reflecting improved cost efficiencies and operational discipline.

With quick commerce heating up and logistics becoming a key differentiator, Amazon India’s latest investment signals a clear intent: faster deliveries, deeper reach, and a stronger grip on India’s evolving ecommerce landscape.

The post Amazon India Doubles Down: ₹2,800 Crore Boost to Supercharge Quick Commerce & Delivery Network appeared first on The India Bizz Startup News Website.