Latest news with #SaurabhJain
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Business Standard
4 days ago
- Business
- Business Standard
Bengaluru-based Stable Money secures $20 million in series B funding
Stable Money, a fixed income investment fintech, secured $20 million in a series B funding round within a year of raising $15 million in a series A round in July last year. The Bengaluru-based company secured the latest round of funding from Nandan Nilekani's Fundamentum Partnership, Aditya Birla Ventures and participation from all the existing investors such as Z47, RTP Global and Lightspeed. In total, the company has raised $45.3 million in funding, data from market intelligence platform Tracxn shows. The company plans to add eight new banks and non-banking financial companies (NBFCs) in 2025 as partners. It aims to expand marketing to Tier II and III towns, where 'demand for secure, inflation-beating returns continues to grow'. The fresh capital from the series B funding round will enable the company to innovate on its wealth product offerings, deepen its partner network and accelerate distribution, the company said. 'This funding is a strong vote of confidence in our mission to deliver predictable, inflation-beating returns to millions of households, and will help us further strengthen our user experience, expand our partner network and reach investors across every corner of India,' said Saurabh Jain and Harish Reddy, co-founders, Stable Money, in a joint statement. The company has more than two million registered users. It offers financial products such as fixed deposits in partnerships with regulated entities (REs) and bonds. ALSO READ: 'With strong belief in the capabilities of the founding team, this investment aligns with our vision to back outstanding founders building the businesses of tomorrow. Our endeavour is to open up ABG's global ecosystem and network for the growth of our portfolio companies,' said Aryaman Vikram Birla, founder, Aditya Birla Ventures.
Entrepreneur
4 days ago
- Business
- Entrepreneur
Stable Money Raises USD 20 Mn Series B to Redefine Fixed-Income Wealthtech for Bharat
The Series B round was led by Nandan Nilekani's Fundamentum Partnership, with participation from Aditya Birla Ventures. Existing backers Z47, RTP Global, and Lightspeed also doubled down in the round. You're reading Entrepreneur India, an international franchise of Entrepreneur Media. Bengaluru-based wealthtech platform Stable Money has raised USD 20 million (INR 173 crore) in a Series B round led by Nandan Nilekani's Fundamentum Partnership, with participation from Aditya Birla Ventures. Existing backers Z47, RTP Global, and Lightspeed also doubled down in the round. The fresh capital will fuel product expansion, build out offline distribution, and scale Stable Money's fixed-income partner network, according to co-founder and CEO Saurabh Jain. "We're building trust first, then expanding the wealth journey step by step," said Jain. "These products help customers move beyond FDs at their own pace." Founded in 2022 by Saurabh Jain (former CEO of Navi Mutual Fund) and Harish Reddy, Stable Money began as a digital fixed deposit (FD) investment platform, targeting first-time wealth-tech users who prefer trust and predictability over risk. In early 2024, after securing a BSE OBPP license, the startup expanded to offer curated short-term corporate bonds, which now see 80% of uptake from FD users. The platform has rapidly scaled, now claiming over INR 3,000 crore in assets under management (AUM) and serving 20 lakh customers. Its core differentiator: short-duration bonds — from 2 to 6 months — that offer users quicker investment cycles, same-day liquidity, and lifetime-free demat accounts. Jain said the platform is now piloting debt and gold mutual funds, alongside a secured credit card backed by FDs, which already has 3,200+ customers in just one month — mostly from tier-II cities. "People in these towns have idle capital but lack access to wealth managers. We help bridge that gap," he noted. Next up: loan-against-FD products launching in the next quarter, and a broader rollout of DIY-style investment baskets combining FDs, bonds, and mutual funds. Unlike advisory-heavy platforms, these baskets will be configuration templates users can self-manage. With 10 partner banks and NBFCs live and 8 more in the pipeline, Stable Money is building a full-stack suite of safe, fixed-income products, especially for India's underbanked Bharat segment. "With Saurabh and Harish at the helm, Stable Money is on its way to becoming a full-stack safety net for how India saves," said Mayank Kachhwaha of Fundamentum.
Forbes
14-05-2025
- Business
- Forbes
Skills-Based Talent Models Require The Right Organizational Structure
Saurabh Jain is founder and CEO of which empowers people and businesses with adaptability and future-readiness. In boardrooms across the globe, the concept of a skills-based organization (SBO) has increasingly found its way into conversations. The premise is straightforward: It's an organization that matches its talent to opportunities based on capabilities, not just title. But while the model is conceptually sound and widely endorsed, operationalization remains elusive for many. The issue isn't resistance or a lack of ambition; most enterprise leaders are already invested in creating more agile, opportunity-rich systems of work. Instead, the constraint often lies in the tools and frameworks available to execute that ambition. For decades, organizations have structured their workforces and talent systems around well-defined, hierarchical roles. This strategy is excellent for tracking positions, managing payrolls and organizing reporting lines. But it isn't engineered to dynamically interpret workforce capability, identify skill adjacencies or surface timely career transitions. So, when leaders set goals around internal mobility, workforce adaptability or precision reskilling, a traditional talent system will often fall short. The workforce today is multidimensional. A single role may encompass five, 10 or more evolving skill competencies. Employees are increasingly developing capabilities beyond their formal job descriptions through projects, stretch assignments and adjacent responsibilities. Without a talent system that captures and contextualizes this growth, that capability remains invisible and unaccounted for. In 2022, Deloitte found that organizations with skills-based practices are more likely to deploy talent effectively and significantly more likely to retain high performers. The distinction lies in operational systems that can break down roles into their underlying competencies, then link those competencies to specific, evolving skills. With this level of support, leaders are better equipped to see who can do what, where capability exists across the organization and how talent can be aligned to work with greater accuracy. The most common friction point in SBO execution is internal mobility. Even when organizations invest in it and there's employee interest, the volume of lateral or upward movement doesn't always reflect that. The root issue is rarely intent. It's visibility. Employees often cannot see where they can go, what skills they need to get there or how their existing capabilities translate across business functions. So career mobility becomes reactive, disconnected from current momentum and misaligned with aspiration. Consider a scenario where a business analyst has spent several years supporting cross-functional initiatives by working closely with product teams, managing internal reporting tools and even leading client workshops. However, their employee profile remains tied to their original role description, highlighting only static skills like 'requirements gathering' or 'data documentation.' When new roles open in areas like product operations or client success, the system overlooks this individual because their broadened skill set hasn't been captured or contextualized. There's a vital connection between current capability and future opportunity. According to a 2023 LinkedIn report, employees who make internal moves are 63% more likely to stay with a company. This clearly indicates that visibility, when supported with structure, drives retention. So, organizations must evolve internal mobility from a static application-based process to a dynamic, system-guided experience. As organizations face accelerating shifts in business models and technology, skilling has become nonnegotiable. But traditional, broad approaches to upskilling initiatives often fail to meet the moment. What's needed is sharper context in the flow of work. Skilling must begin with a clear view of workforce capability: where strengths lie, where critical gaps are forming and what future scenarios may require. Developing employees must be connected to clear, role-aligned career pathways that give purpose and direction to learning. It's also key that skilling efforts are embedded within day-to-day execution, not treated as a parallel initiative. This isn't about rethinking learning, it's about embedding workforce development within daily responsibilities and empowering individuals to upskill or reskill whenever a skill gap emerges. The organizations making progress with skills-based models aren't abandoning job architectures. They're modernizing and infusing them with the ability to evolve, respond and guide talent intelligently. It requires investing in systems that can continuously update skill profiles based on actual work, surface opportunity at the point of readiness, align skilling to specific transition paths and enable talent decisions that are timely, contextual and measurable As skills-based models mature, their true impact will extend far beyond talent operations. What begins as a shift in how workforces are structured quickly evolves into a new enterprise capability: the ability to adapt with greater speed, accuracy and internal coherence. In this light, becoming an SBO isn't a workforce strategy; it's an adaptability strategy that empowers leaders to reconfigure teams faster, pursue new revenue lines with existing talent and build resilience into every layer of execution. To succeed, organizations will need to embed skills into their enterprise architecture so they can respond to change effectively and keep talent aligned to business strategy. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
