Growth & Capital Development Analyst

Venture capital in India has scaled in dollars but not always in what happens after the wire. 3one4 Capital was built on a different premise: that the real work starts post-investment. The firm manages INR 4,400 Cr (USD 570M) in committed capital across a portfolio of over 100 companies, spanning SaaS, fintech, consumer internet, digital health, and climate tech.

The team is small and deliberate. A five-person Growth & Capital Development unit works directly with founders on fundraising, growth strategy, partnerships, and exits. Analysts sit at the table from day one: if the disagreement is logical, it gets heard. The firm holds UN PRI signatory status, the first venture capital signatory from India.

A portfolio of 100+ founders. A team small enough that your work is visible from week one.

3one4 Capital is deploying Fund Five and expanding its active portfolio past 100 companies. The Growth & Capital Development team is where post-investment work happens: fundraising, growth strategy, partnerships, M&A, and exit readiness, delivered directly to founders.

This analyst role sits at the intersection of two disciplines that rarely live in the same seat at the junior level. One side is transactional: preparing fundraise materials, mapping investors, running diligence workstreams. The other is operational: diagnosing growth bottlenecks, researching market opportunities, building recommendations founders will act on. You will shadow a senior team member for the first six months, then carry your own portfolio of 20 to 30 companies as the firm scales. The work is front-facing from the start: founders, investors, bankers, and corporates across the table, expecting you to have a point of view worth hearing.

• Fundraise execution for portfolio companies. Prepare materials, map investors, track metrics and benchmarks, and coordinate the process from first outreach to close.

• Growth problem-solving across the portfolio. Research market opportunities, diagnose bottlenecks in GTM, pricing, or product, and build recommendations founders will act on.

• Partnership and M&A research. Identify potential partners, acquirers, and inorganic opportunities. Run structured analysis and support diligence workstreams.

• Investor and ecosystem relationships. Build and maintain a network across investors, bankers, and corporates. You are front-facing from day one; the relationships you build are yours.

• Internal knowledge infrastructure. Contribute to playbooks, benchmarks, and frameworks the team uses across the portfolio.

• Your own portfolio of companies (post-ramp). After the initial shadowing period, carry 20 to 30 portfolio companies and own the value creation workstreams end to end.

• You have a point of view on the Indian startup ecosystem, and you can defend it. Market awareness is the non-negotiable. You follow macro trends, have opinions on sectors, and update those opinions when the data moves.

• You've touched transactions: fundraising, M&A, or investment banking. You know what a data room looks like, you've prepared investor materials, and you understand the rhythm of a capital raise.

• You've worked inside or alongside a startup. Founder's office, corp dev, or an operating role where you saw how early-stage companies actually make decisions and allocate resources.

• You juggle without dropping. Four portfolio companies firing at once, each with a different ask. You triage, you context-switch, and nothing falls through.

• Primary research is your instinct, not your last resort. You pick up the phone, talk to operators, talk to customers. You form views from conversations, not just reports.

• You hold up when things get hard. Portfolio companies go through rough stretches. You stay in the room, keep working the problem, and do not check out when the news is bad.

• You build credibility with people who outrank you. Founders and investors take you seriously because you show up prepared, say something worth hearing, and follow through.

• You write clearly and think in structures. Memos, ICs, market maps. The output is tight, logical, and lands without a walkthrough.

• Accountability is the baseline, not the ceiling. Every person on the team, analyst included, owns their commitments and is expected to deliver without being chased.

• Speak up if the logic holds. Disagreement is welcomed when it is reasoned. Seniority does not settle an argument; the better analysis does.

• Shadow first, then own. The first six months are structured mentorship alongside a senior team member. After that, you carry your own portfolio companies.

• Stay in the room when it gets hard. Portfolio companies hit walls. The team does not walk away from a company because the quarter was bad.

• Talk to people, not dashboards. Primary research, founder conversations, and ecosystem relationships are how the team builds conviction. Reports are a supplement.

• Move across the full surface. One week is a fundraise, the next is a GTM problem, the next is an M&A screen. Range is expected, not optional.

₹10L to ₹20L per year. No equity at the analyst level. The seat buys direct, front-facing work with 100+ portfolio founders, structured mentorship from a senior team, and a path into venture capital that starts with real ownership, not observation.