RoamWise is an AI-native travel company built in the Himalayas. What we sell is group travel coordination and booking execution for India — matching, deciding, splitting, settling and booking, in one place. Live product, real paying users, ₹0 raised. This page is the whole pitch, the cap table, and the commitment form.
Every other deck shows you a moment someone chose. This updates as it happens — the same counters the founder sees. If a month is bad, you see it the day it happens.
Chosen against one test: does it cost us almost nothing, and would you genuinely value it? Anything failing either half is not on this list.
Most founders ask "which platform is best?" That question has no
answer, because it leaves out the only thing that matters before revenue: what you don't yet know.
The better question is which option costs least per future it keeps open. On that measure,
incorporating in India now and flipping to a Delaware parent only if a US fund actually issues a term
sheet costs ₹15,000 per future kept open — against ₹1,10,200 for Stripe Atlas today.
Then we attacked our own answer. Flipping later genuinely costs about ₹8 lakh in lawyer, CA and
share-swap work. So carrying a Delaware entity from day one pays off only if the probability of a
US venture round exceeds 41%. RoamWise is only one month into operations, with 26 registered users and ₹500 in revenue, so any long-range probability is highly uncertain.
The known operating baseline is deliberately small: three intern salaries create ₹21,000 of monthly payroll burn. Larger commitments unlock only against defined hiring, distribution and revenue milestones.
If you think our 5% is wrong, that is exactly the conversation we want to have. Vote above and tell us why.
Researched August 2026. Pricing in this category moves — verify before you rely on it.
Every company says it saw the future. Ours is written down, dated, and mostly already true. Here is the roadmap as it was set — and where it actually stands.
These are early numbers, stated without spin. RoamWise has generated its first revenue, operates with three interns, and currently carries ₹21,000/month in intern salary burn. We are not claiming product-market fit yet; this round is designed to prove retention, repeatable acquisition and marketplace demand.
Live Android + web app. Terrain-aware honest travel times. Group trip chat with paise-exact cost splitting and UPI settle-up. Verified local pricing. An internal ops system running a 3-person team.
One founder. Product, code, design, content, ops. No funding, no co-founder, no agency. That ratio of output to capital is the single clearest signal on this page.
This is a rolling, milestone-driven Seed financing. RoamWise may begin deploying capital after the minimum first close of $500,000 (≈ ₹4.75 Cr), is targeting $2.5M (≈ ₹23.75 Cr), and will accept no more than $5M (≈ ₹47.5 Cr) in this round.
$500K · ≈ ₹4.75 Cr. Funds the first institutional operating plan and establishes compliant financing infrastructure.
$2.5M · ≈ ₹23.75 Cr. Designed for product reliability, distribution, travel supply, trust and 18–24 months of milestone runway.
$5M · ≈ ₹47.5 Cr. No subscriptions above this amount are accepted into this financing, even before the round is formally announced closed.
SAFE, convertible or priced equity depending on entity and investor jurisdiction. Valuation, dilution and investor rights are negotiated in compliant documents — not promised by this webpage.
The $2.5M target is the operating plan. The $500K minimum is a focused first phase; the $5M hard-cap plan accelerates only after traction supports it. INR below uses approximately ₹95 per US dollar.
| Use | Share | $500K minimum | $2.5M target | $5M hard cap |
|---|---|---|---|---|
| Product reliability, mobile & AI | 30% | ₹1.43 Cr | ₹7.13 Cr | ₹14.25 Cr |
| Distribution | 25% | ₹1.19 Cr | ₹5.94 Cr | ₹11.88 Cr |
| Travel supply & verified local data | 25% | ₹1.19 Cr | ₹5.94 Cr | ₹11.88 Cr |
| Trust, safety, legal & compliance | 10% | ₹0.48 Cr | ₹2.38 Cr | ₹4.75 Cr |
| Milestone runway reserve | 10% | ₹0.48 Cr | ₹2.38 Cr | ₹4.75 Cr |
| Total primary capital | 100% | ₹4.75 Cr | ₹23.75 Cr | ₹47.50 Cr |
Primary financing belongs to the company. Any founder secondary sale is separate, board/investor-approved where required, and disclosed; it does not masquerade as operating capital.
These are scenario models—not issued shares, an offer price or promised dilution. Each path starts with a planning capitalization of Founder 90% / ESOP 10%, then compounds the stated dilution at Seed, A, B, C and IPO. SAFEs, option-pool refreshes, preferences and secondary sales can change real outcomes.
| Stage | Founder-majority path 15% · 12% · 10% · 8% · 10% | Balanced-control path 20% · 18% · 15% · 12% · 15% | Maximum-growth path 25% · 22% · 20% · 15% · 18% |
|---|---|---|---|
| Formation model | 90.0% | 90.0% | 90.0% |
| After Seed | 76.5% | 72.0% | 67.5% |
| After Series A | 67.3% | 59.0% | 52.7% |
| After Series B | 60.6% | 50.2% | 42.1% |
| After Series C | 55.7% | 44.2% | 35.8% |
| Immediately after illustrative IPO | 50.2% founder 5.6% ESOP · 44.3% investors/public | 37.5% founder 4.2% ESOP · 58.3% investors/public | 29.4% founder 3.3% ESOP · 67.4% investors/public |
The founder-majority path preserves more than 50% economic ownership in this illustration. The other paths make the founder an economic minority; control would then require a lawful governance structure and is never implied by ownership alone.
Use disciplined primary dilution, pro-rata participation and limited option-pool refreshes. Founder retains over 50% in this illustration; one-share/one-vote control follows naturally while the majority remains.
Possible tools include founder super-voting shares, board nomination rights, reserved matters and voting agreements. A 10:1 class would give 37.5% economic ownership roughly 85.7% of votes in a simple two-class model, but law, listing rules and sunset clauses govern.
A secondary sale lets the founder sell part of personal holdings while the company raises primary capital. A strategic acquisition or IPO sell-down can produce a larger exit; a complete sale leaves the founder with 0% afterward unless rollover equity or employment terms are negotiated.
| Structure | Founder economics | Control | Investor protection / trigger |
|---|---|---|---|
| Ordinary founder-majority | Above 50% | Voting majority | Protective provisions for major transactions |
| Dual-class / superior-vote shares | Can fall below 50% | Higher votes per founder share | Transfer, death, departure, time or ownership-threshold sunset |
| Board and reserved-matter rights | Any level | Specified appointments or vetoes | Limited list, fiduciary duties, independent directors and expiry |
| Partial founder secondary | Reduced, not zero | Depends on remaining votes and agreements | Board approval, investor consent and clear disclosure |
| Total strategic sale | 0% after closing unless rollover | Transfers to acquirer | Drag/tag, preference waterfall, escrow, earn-out and tax terms |
| IPO sell-down | Founder chooses/accepts a lower stake | Depends on post-IPO class structure | Exchange rules, lock-ups, public disclosure and governance standards |
Here is the simple version. Every other startup sends investors a monthly PDF, written after the fact, by someone who wants it to look good. We give you a private link to the actual dashboard instead — the same screen the founder opens every morning.
Registered users. Paying users. Revenue this month. Money spent. Updated as it happens — not eight weeks later in a softened summary.
No customer names, no personal data, nothing private about our users. Numbers only. Read-only. Nothing you tap can change anything.
Every rupee is tagged against the plan on this page. You can check we spent it on what we said we would.
Numbers pull in automatically; the founder writes the honest bit — what worked, what didn't, what he's worried about.
Why does nobody do this? Because most startups can't afford to be seen mid-month. We think that's backwards. An investor who can see everything never has to wonder what they're not being told.
Most decks stop at the ask. Here is the whole path to IPO, and exactly how much gets sold at each step. A company with real numbers earns the right to sell less each round — that's why the percentages fall.
Two deliberate choices. One: we sell a smaller slice each round instead of raising the biggest cheque available — the discipline compounds.
Two: at Series A we adopt dual-class shares, where founder shares carry 10 votes each. It's how Meta, Alphabet and most modern founder-led companies stay founder-led.
At IPO that's ~54% economic ownership and ~92% of the votes. Plain English: RoamWise cannot be captured, sold out from under it, or steered by a rival buying in — unless the founder decides to sell.
That protects you too. The reason you'd back a solo founder is that he keeps building. This is what makes sure he still can in year ten.
These are projections, not promises. Real rounds move on real numbers, and most companies never reach Series C. Shown so you can see the intent and argue with the assumptions.
No invented logos. These are the tools and people running this company.
Every company in this category now says "AI-powered". Most mean they added a chatbot. We mean something narrower and more useful: one founder builds and runs what normally takes a team of fifteen — and that is the entire reason we can charge a partner 8% when everyone else needs 20%.
Product, code, design, content, ops, the internal HR and finance systems, the investor page you're reading. No agency, no co-founder, no funding. That output-to-capital ratio is the clearest signal on this page.
OTAs charge 15–25% because they carry the headcount. Our cost to serve a partner is close to zero, so we can undercut them by more than half and still make money. The margin is structural, not a discount.
Terrain-aware honest road times, refusing to invent a restaurant, saying when a trip isn't possible. Those came from building with AI and seeing exactly how confidently it gets India wrong.
Investor updates draft themselves from real numbers; the founder adds the honest commentary. Automation handles the reporting — never the judgement.
Travel-tech funding is at a decade low and investors have gone cold on "AI that recommends things".
We know that. We're not asking you to fund a recommender. We're asking you to fund a group-travel
business whose costs are a fraction of its competitors' because of how it's built.
The Himalayas, one founder, zero raised. That's not a story we're dressing up — it's the reason the unit economics work.
If our plan were "build a better planner", the base rate says we lose. So that is not the plan. Here is what four independent reviewers said about this entire category, unprompted, while testing everyone:
Every one of them found the same hole. The group is the unsolved problem — deciding together,
splitting money, syncing arrivals, honest drive times. Eight hundred companies competing on
itinerary quality, and the thing travellers actually struggle with is sitting untouched.
We are not the 801st planner. We are the layer underneath all of them.
Public figures, researched August 2026. We show what each does better than us, because you will find it anyway.
Not a claim — a structure. Each of these is a decision already made.
At a ₹100 price point, any channel costing more than ₹100 to acquire a user is underwater. That single constraint decides our entire go-to-market — and it is why we have not started paid ads.
Two companies prove this market. WeRoad did €130M revenue in 2025 and took a $58M Series C led by Airbnb. The Hosteller raised $16M for Indian hostels. Both validate group travel. Neither solves the part that actually breaks trips.
| WeRoad | The Hosteller | RoamWise | |
|---|---|---|---|
| What it is | Packaged group trips | Hostel chain | Tools for any group |
| Matches people by | Age + language | Not at all | 6 travel behaviours |
| Group decides how? | 30–40% left open, no tool | n/a | Vote, split, settle |
| Money between friends | Not handled | Not handled | Paise-exact + UPI |
| Trip cost | ₹80k–1.5L, flights extra | ₹800–2k/night | ₹100 once |
| Supplier commission | Owns the trip | Owns the beds | 8% vs 15–25% |
| Works with friends you have | No — strangers only | No | Yes |
WeRoad matches a 28-year-old to a 28-year-old and calls it a match. But a 28-year-old who wants
6am starts and a 28-year-old who wants 3am nights will have a miserable week — and WeRoad's own
model leaves 30–40% of the itinerary for the group to decide, while giving them no tool to
decide it with.
We match on the six things groups actually argue about — wake-up time, pace, spend, plan
vs improvise, social energy, comfort floor — and then hand the group the tool to settle the
other 40%: vote, split to the paise, settle on UPI.
On our engine, those two 28-year-olds score 27%. Age-matching calls them perfect.
WeRoad sells you a trip. We make the trip you were already taking work. Most group travel is friends, not strangers — and nobody serves that.
A Hosteller guest still has to split the bill. A WeRoad group still has to decide dinner. Both are customers, not rivals.
Sources: WeRoad's Series C led by Airbnb (2026) and reported 2025 revenue; The Hosteller's Series B. Competitor figures are from public reporting and may have moved.
Angels and funds see each other here — first names and amounts, updated as commitments land. Good rounds are competitive; we're not going to pretend otherwise.
These can only ever be given now. Once the round closes, no amount of money buys them.
🥇 Founding Member #001–#010 — a permanent numbered badge. #003 is #003 forever.
🏔️ Your name in the app, on the Founders wall, for as long as RoamWise exists.
🎫 Pro for life — for you, plus 5 people you name (family, friends, whoever).
📊 Live Numbers access from day one.
📞 A monthly call with the founder. One to one, not a group webinar.
🤝 First look at every future round, before anyone else sees it.
🍲 And if you're ever in Almora — you're staying for dinner. Non-negotiable.
Deliberately things that cost us almost nothing but can't be recreated later. A #004 badge issued in 2030 would be a lie.
Some people want to back a thing without a term sheet, a cap table entry, or a conversation. That is a real impulse and there is no reason to make it awkward. This buys you nothing — no equity, no claim, no rights. It is a tip jar.