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sq.ft delivered
acres acquired
buildings
approximately of real assets
India’s independent, operator-led real assets platform with logistics and industrial being the first phase of our growth.
Vantrock is an operator-led real assets platform, built to work in the white space of every strategy it enters. A real asset is three jobs: finding the land, building and running the asset, managing the capital that owns it. Vantrock does all three with one team. Headquartered in Mumbai, it originates, develops, operates and manages institutional-grade real assets from land to operations. Warehousing, industrial and logistics parks are the first strategy. The platform is run by operators, and it is built to run lean. Suburban office campuses, strata offices, data centres, senior living and infrastructure assets follow, each as its own strategy, sequenced on delivery and each in a white space others have left open, with a clear path to REITs and InvITs. Real assets only, across every class the platform grows into, in sequence.
Occupiers want to sit close to their demand: the city, the port, the corridor their customers are on. Land and assets in those places have repriced several times over in a decade, and most new supply has moved further out in search of cheaper ground. Each additional kilometre becomes a cost the occupier carries for the life of the lease. Vantrock builds in the other direction, infilling inside the corridors where demand already sits and supply has not followed.
The White Space
Three jobs, and in most of India three different companies do them. India has developers, who build and sell. Capital managers, who place money with developers. Global operators, who do all three jobs themselves but build here with money raised abroad.
Almost no one does all three for Indian capital. That corner is empty.
| Global capital | Indian capital | |
|---|---|---|
| Operator-led | Global operators. Built in India, owned from abroad. | Almost empty. This is where Vantrock sits. |
| Fund-led | Foreign capital managers. Money placed with Indian developers. | Domestic funds. Money placed with developers, mostly as credit. |
The vision
Real assets, built whole, so that everyone connected to them prospers.
We find the land (Originate), build or refurbish it and run it (Operate), and manage the capital that owns it (Manage), so that everyone connected to it prospers: the landowner, the asset owner, the developer, the business, the investor and the community.
Operator-led means we take on only what we could build ourselves. Every parcel we find, every asset we refurbish and every project we back, in whatever structure, is one our own team could design, build, lease and run if it had to. When we partner with a developer, the capability to finish the job sits inside the house, not inside a contract. Most capital in this business can only watch. Ours can step in.
Real assets only, in sequence. First, warehousing, industrial and logistics parks, across the full range: first mile, last mile, city-centre, dark stores and self-storage, cold chain, industrial plots, and logistics-anchored mixed-use with distribution below and office above. Then, as each is delivered: office, suburban office campuses and GCC space, strata offices, data centres, senior living and infrastructure assets, each with its path to a REIT or an InvIT. Every strategy is built in the same corner.
Occupier Wall
The demand the founder’s platforms have built for.
Across the founder’s prior platforms, the teams he led leased to the occupiers listed here. They are the businesses whose location problem Vantrock underwrites before it commits to land.
Occupiers served across the founder’s prior platforms.
3PL and logistics services | E-commerce and quick commerce | Auto, engineering and electronics | FMCG, consumer and building products | Retail and apparel
Our Operating Model
One platform. One model. Three engines
BUILD
Vantrock starts with the business, not the building. It finds where occupiers need space and cannot get it, and builds there. Today that means warehousing, industrial and logistics parks, where making, storing, power and services sit on one site so each occupier helps the next one run. The team has also built offices, retail and mixed-use, and carried large multi-phase projects from bare land to handover. What the occupier makes, what has to move and how fast they might grow decides the land, the roads, the power and the design. One standard applies to every asset the platform builds.
REFURB
Refurbishment is faster than building new and cheaper than buying stabilised. Where the building allows it, it is the quickest route to a Grade-A asset. Vantrock buys ageing buildings whose location is right and whose structure is sound, and brings them to institutional standard, live and leasable within six to twelve months. Today that means industrial and logistics sheds, and the team has done the same with offices and retail. Floor loads, clear heights, fire compliance and the state of the services decide which buildings qualify. The test is asset value, not just yield: bought below replacement cost, worth more as an asset before a rupee of rent is counted.
EXIT
Every asset is designed with its exit in view. What the buyer will pay for is decided at the start, when the land is signed and the specification is written: structure, lease terms, tenure, reporting and governance, not just the building. Vantrock sells what it builds and refurbishes to a REIT, an InvIT, a private equity or capital partner. No exit is pre-agreed. The founder’s record carries three realised exits, one into a REIT and one to Blackstone. The listed yield vehicles, the REITs and InvITs, are now buyers of these assets.
How the Platform Works
Own capital first
The founder’s balance sheet pays for the checking and de-risking of every asset before an investor is asked to. Assets enter a strategy at cost, and the platform’s own capital earns alongside its investors’, never ahead of them.
Market before land
Research partners, among them CBRE, PwC, JLL, Cushman & Wakefield, Knight Frank and CRE Matrix, and the platform’s own analysts prove the demand-supply gap by corridor and micro-market first. Vantrock knows its occupiers, more than 60 served across the founder’s platforms, and hears ten to fifteen of them. Only then does it look for land there, and the checks run again before anything is signed.
Built to run lean
The founder’s capital goes in first and operators run the platform. Behind them sits Vantrock Intelligence, the platform’s own AI-native system. It keeps every site, lease and rupee in one place, so the team spends its time deciding, not chasing paper.
Our Core Capabilities
Four capabilities, integrated at the core — so nothing is lost in the handoff.
AI-Native
Operator-led. Built to run lean.
Of every ₹100 Vantrock earns, 30 to 35 goes to running the business.¹ Most real assets managers in India spend 64 to 86. Revenue in this business is a share of assets. Cost is people. Nowhere has the link been broken by scale. The difference is Vantrock Intelligence, the platform’s own AI-native system. It collects, checks and files. A small team of operators runs a large platform, and people make every decision. Vantrock is being built in 2026, so the operating layer is designed in from the start, not added later. The target is the lowest cost-to-revenue ratio in the industry.
Two decades. Three platforms built from zero. Vantrock is the fourth.
“The best fund managers in India have never built a building. The best builders have never managed a fund. Vantrock is led by someone who has done both, and built the factory that makes the materials.”
Anshul Singhal
Founder & CEO, Vantrock
JSW Severfield Structures · Founding CEO at 25
Anshul Singhal was founding CEO, at 25, of the structural-steel joint venture between the JSW Group and the UK’s Severfield Rowen. He commissioned India’s most advanced steel-fabrication plant, built from zero, and from it delivered more than 40 EPC projects nationwide and 20 million sq ft, including the Reliance Jio headquarters of 1.2 million sq ft in 48 weeks, the Mumbai Airport air traffic control tower, Godrej Heavy Engineering at Dahej and NTPC.
Warburg Pincus-backed Embassy Industrial Parks · Founding CEO at 31
He entered warehousing in 2014, before GST, when organised warehousing barely existed in India, and opened micro-markets no institutional developer had touched. Backed by Warburg Pincus, the platform built 12.99 million sq ft as principal and stood at 17 million sq ft when Blackstone acquired it for ₹5,250 crore, India’s largest industrial real estate exit. Renamed Horizon Industrial Parks, the platform stands at 58 million sq ft and was listed on the Indian exchanges on 24 August 2026. Alongside it he carried a solar plant of approximately 130 MWp (100 MW AC) in Karnataka from land to grid, and sold it into the Embassy REIT.
Welspun One · Co-founder & CEO at 36
In 2019, through One Space Development Management LLP, now Vantrock Ventures, he founded One Industrial Spaces, which the Welspun Group backed from December 2019 as Welspun One. He raised India’s first domestic warehousing AIF through the Covid period, almost entirely online, and a larger second fund in 2023: two SEBI Category II funds totalling ₹2,775 crore from around 1,000 investors, with peak assets under management of approximately ₹10,500 crore in six years. The platform built 19 million sq ft across more than 650 acres and realised exits inside the funds, including one to Mapletree. He visualised what is now being executed: India’s largest single-location Grade-A park at JNPA (approximately 4.45 million sq ft on 55 acres) and World Trade Center Thane (14 levels, approximately 1 million sq ft), the first time a logistics developer in India has secured the World Trade Center brand. He exited in April 2026, selling his stake back with both funds performing.
*Achieved during Founder’s past tenure. Past performances are not indicative of future results. See full disclaimer.
Trust shown by
Our Board and Advisory Board
“Capital will not be the scarce input in Indian infrastructure this decade. Governance that holds at scale will be. Vantrock put its governance in before it had a portfolio to govern, and that order is why I agreed to chair the board.”
Shailesh V. Haribhakti
Chairman of the Board
“Growth capital in India has learnt to back platforms, not projects — teams that can repeat what they have built, at larger scale, with their own capital committed. That is the test I have applied for two decades. Vantrock passes it.”
Siddharth Parekh
Member Of Advisory Board
“Value is made at underwriting. Exits confirm it. A platform is defined by what it declines, and when the founder’s own capital goes in first, declining stops being a slogan.”
Yash Gupta
Investment Committee Member
“Specification is decided once and paid for over thirty years. A platform that builds to hold writes a different brief — and gets a different building.”
Vinayak Thorat
Director & Investment Committee Member
“Demand for industrial land in India settled itself years ago. Clean title, at scale, did not. That question gets answered here before capital moves.”
Sachit Mathur
Non-Executive & Independent Director
“I have spent thirty years inside organisations where tenure decided the seat and the seat decided the reward. Vantrock inverts both: ownership from day one, and a seat you re-earn every year by what you build. That is not a perk programme. It is the operating system.”
Rajendra Mehta
Non- Executive Director
Partner with Vantrock.
Vantrock works with landowners, asset owners, occupiers, investors and capital partners to originate, build, refurbish and lease institutional-grade real assets across its chosen markets.
Every asset needs four things to come together: the land, the capability to build and run it, the capital, and the occupier. A partner who brings one finds the other three already in place.
*Across the founder’s three prior platforms. The 52 million sq ft is 32 million as developer and 20 million as contractor. One in every seven sq ft of Grade-A warehousing standing in India’s eight largest markets was built by teams he led. Source: CBRE stock data, 2026, and the founder’s prior platforms.Vantrock’s figure is the platform’s design target. The industry range is drawn from the published accounts of listed and pre-listing Indian alternatives managers, FY25 and FY26.
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