Gravity, a Bengaluru-based startup founded by two former senior executives of home interiors company Livspace, has raised $15 million in a combination of equity and debt to build what it describes as shared infrastructure for India's fragmented interiors industry.
The round, announced on 30 September 2026, was led by Info Edge Ventures and 3one4 Capital, with participation from Alteria Capital, Genesia Ventures and angel investors. The split between equity and debt was not disclosed.
The company was founded by Saurabh Jain, the former chief executive of Livspace India, and Lalit Mittal, Livspace's former chief business officer. Both spent years building one of India's largest consumer-facing interior design businesses, giving them direct experience of the industry's operational challenges.
Fixing the problems behind the showroom
Gravity is not trying to compete with interior designers for consumers. Instead, it focuses on the supply side of the industry: the specialist businesses that make and supply materials and components for kitchens, wardrobes and other interior products.
The company brings these specialist interior material businesses together under shared technology, distribution and operations. Its current focus is on kitchens and wardrobes, and it sells primarily to designers, architects and modular furniture showrooms rather than directly to homeowners.
The model draws on lessons that Jain and Mittal learned while scaling Livspace. As an interiors business grows, problems tend to emerge in procurement, material availability, installation quality, vendor management and working capital. Gravity aims to address those pain points for the many smaller firms that lack the scale or systems to manage them efficiently.
A large, fragmented market
India's home interiors market is large but highly fragmented. Most work is carried out by small local contractors, carpenters and suppliers, often with little standardisation in materials, pricing or quality. Consumers frequently complain about delays, cost overruns and poor finishing.
Over the past decade, venture-backed companies such as Livspace and HomeLane have tried to organise the market from the consumer side by offering end-to-end design and execution. Gravity's approach is complementary: it seeks to organise the supply chain that sits behind those consumer brands and the thousands of independent designers who serve homeowners.
The opportunity is driven by structural trends. Rising urban home ownership, smaller apartment sizes that demand space-efficient furniture, and growing demand for modular kitchens and wardrobes have expanded the market for organised interior products.
Where the money will go
Gravity plans to invest the new capital in technology, distribution, brand building and working capital. The inclusion of debt in the round is logical for a business that needs to finance inventory and extend credit to trade buyers. Working capital is often the biggest constraint for supply chain businesses, and venture debt providers such as Alteria Capital specialise in funding such needs.
The company also plans to expand its product categories beyond kitchens and wardrobes into doors, windows, lighting and home automation. Each of those categories is served today by its own set of specialist manufacturers and distributors, offering Gravity the chance to cross-sell to the same designers and showrooms.
Why investors backed the team
Repeat entrepreneurs and senior operators from successful startups have become a preferred bet for Indian venture investors. In a funding market where deal count fell 13% year on year in the July–September quarter, according to Inc42, investors have concentrated their capital on founders with proven execution records.
3one4 Capital was the most active venture investor in India by deal count in the quarter, with 19 deals. Info Edge Ventures is the investment arm associated with Info Edge, the listed internet company behind Naukri and 99acres, and an early investor in companies such as Zomato and PolicyBazaar. Its involvement brings experience in building marketplaces and B2B platforms.
The B2B commerce trend
Gravity is part of a wider wave of Indian startups building business-to-business supply chains in traditional industries. Companies in construction materials, industrial goods and retail distribution have attracted significant funding by using technology to improve procurement, credit and logistics for small businesses.
Those models have shown both promise and pitfalls. Done well, they can create large businesses with strong customer loyalty. Done poorly, they can turn into low-margin trading operations with high credit risk. The key metrics investors watch include gross margins, repeat purchase rates, the quality of receivables and the share of revenue from proprietary or private-label products.
Gravity's choice to bring specialist material businesses under its umbrella, rather than simply acting as a marketplace, suggests it is aiming for greater control over product quality and margins.
Lessons from the Livspace years
Livspace itself offers a useful reference point. The company grew into one of India's best-known home interiors brands by offering design, materials and installation as a single package, attracting large investments from global investors. But the model required it to manage a complex web of factories, suppliers and installation teams across many cities, and it has had to repeatedly restructure operations to improve profitability.
Jain and Mittal saw those operational realities from the inside. Their decision to build a business that serves the whole industry, rather than another consumer brand, suggests a belief that the biggest inefficiencies lie upstream, in how materials are sourced, manufactured and delivered. By serving many designers and showrooms at once, a supply platform can spread the cost of technology and logistics over far greater volumes than any single consumer brand.
Real estate cycle as a tailwind
Demand for interiors is closely linked to housing. India's residential real estate market has seen a strong upcycle in recent years, with record sales of new apartments in major cities, many of which are now being handed over to buyers. Each new home creates demand for kitchens, wardrobes, lighting and fittings, typically within a year or two of possession. That pipeline of completions gives interior businesses a visible source of demand over the next several years, although it also leaves them exposed if the housing cycle turns.
What success would look like
If Gravity succeeds, designers and showrooms would have a single, reliable source for high-quality interior materials, with predictable delivery times, consistent quality and better credit terms. Specialist manufacturers would gain access to wider distribution and shared operational systems that they could not build alone.
For homeowners, the benefit would be indirect but real: fewer delays, more consistent finishes and potentially lower costs.
The founders' experience at Livspace gives them a head start in understanding where the industry breaks down. The challenge now is to turn that knowledge into a scalable platform in one of the most traditional and fragmented parts of the Indian economy.
