MyGate is a Bengaluru-based Indian company whose app manages security, visitor entry, payments and community living in gated housing societies.

This Startup Deep Dive explains what MyGate does, how it makes money, who backs it, how it compares with rivals and what could go wrong, using publicly available information. It is educational and not investment advice. Last updated: October 2026.

MyGate in Brief

• What it is: MyGate is an Indian Community management SaaS company based in Bengaluru.
• Who it serves: businesses, institutions, consumers, learners and public-sector buyers.
• App for visitor management, staff tracking, security and dues payments in housing societies
• Claims about 25,000 societies and 3.5 million homes (as of 2023)
• Runs an in-house advertising platform targeting residents by city, society or home
• Funding: Reports differ: about $79.5M to $90M.

MyGate Quick Facts

Figures marked “reported” come from published reports and may differ between sources; “Not disclosed” means no reliable public figure was found.

What Is MyGate?

MyGate operates in the Community management SaaS space in India. Understanding a company like this starts with three questions: who is the customer, what painful problem is being solved, and why the solution is better than the alternatives. The sections below apply that lens to MyGate.

• App for visitor management, staff tracking, security and dues payments in housing societies
• Claims about 25,000 societies and 3.5 million homes (as of 2023)
• Runs an in-house advertising platform targeting residents by city, society or home
• Sells smart home hardware such as smart locks, launched October 2024
• Offers community commerce and a property search feature

The Origin Story of MyGate

Every company starts from a noticed gap and a team willing to commit to closing it. Strong origin stories are specific: a clear problem, a founding team with relevant skills, and an early product that real customers could test. Founder-market fit, meaning the team’s lived experience or technical depth in the domain, tends to predict how fast a young company learns.

• Founders: Vijay Arisetty, Abhishek Kumar, Shreyans Daga.
• Founded in 2016; app first launched in Bangalore in June 2016
• Co-founders: Vijay Arisetty (chairman), Abhishek Kumar (CEO) and Shreyans Daga (CPO); one account also names Vivaik Bhardwaj
• Owned by Vivish Technologies

Key Milestones and Challenges

No startup grows in a straight line. Early years usually involve slow adoption, product rewrites, hiring mistakes and funding gaps. In the Community management SaaS sector the common turning points are a first paying customer, a regulatory approval, a successful product demonstration or a funding round that lets the team invest ahead of demand. How a team responds to setbacks says more about resilience than any single headline.

• June 2016: app launched in Bangalore
• January 2018: $2.5M seed round led by Prime Venture Partners
• October 2018: Series A, Rs 65 crore
• October 2019: $56M Series B from Tiger Global, Tencent, JS Capital and Prime Venture Partners
• June 2021: launched MyGate Homes property search
• December 2021: acquired MyCommunity Genie
• November 2022: Rs 100 crore raised from Urban Company and Acko
• 2026: new round reported, with figures differing by source

MyGate Funding and Investors

Funding history shows how much outside confidence a company has attracted and how long it can operate before needing more capital. Figures below are reported and may differ between sources; valuation figures are estimates unless the company has confirmed them.

• January 2018: seed, $2.5M, Prime Venture Partners
• October 2018: Series A, Rs 65 crore, Prime Venture Partners
• October 2019: Series B, $56M, Tiger Global, Tencent, JS Capital, Prime Venture Partners
• November 2022: about Rs 100 crore (about $12.5M), Urban Company and Acko Technology and Services Rs 50 crore each
• June 2026: reports differ; about $11M primary capital led by Dharana Capital in one report, $23.6M in another including secondary sales
• Total raised: reports differ, about $79.5M to $90M

How Does MyGate Make Money? (Business Model)

A business model describes who pays, how often and how much it costs to serve them. Strong models show repeat usage, improving margins with scale and acquisition channels that do not depend only on paid spend. Weak models show one-off sales, rising costs and growth that stops when spending stops. For companies selling to businesses, institutions, consumers, learners and public-sector buyers, sales cycles and contract size matter as much as headline growth.

• Advertising is the main income, about 65-70% of revenue
• SaaS subscriptions and smart home hardware make up the rest
• Societies get low-cost or free subscriptions to drive adoption, then the resident base is monetised through ads

The Numbers: MyGate Financials

Financial figures show whether growth is turning into a self-sustaining business. Small and private companies often disclose little, so any number below is included only if it was found in public reporting.

• FY23: operating revenue Rs 71.1 crore, net loss Rs 226.4 crore
• FY24: operating revenue Rs 96.2 crore, net loss about Rs 39.7-39.8 crore
• FY25: operating revenue Rs 173.5 crore (up 80%), total expenses Rs 202.1 crore, net loss Rs 15.4 crore (down 61%)
• FY25: adjusted operating EBITDA about Rs 0.4 crore; ESOP expense Rs 22.5 crore; profit before tax of Rs 7.1 crore before ESOP costs per the CEO

Market Opportunity for MyGate

Market size is easy to exaggerate, so a useful approach separates the total market from the portion a company can realistically reach with its current product and distribution. The main forces behind demand in this sector are rising digital adoption, cloud and mobile penetration, growing enterprise technology spending, government digitisation programmes and a deep pool of engineering talent. Each of these widens the opportunity, but capital efficiency and execution decide who captures it.

• Housing society management software in India
• Advertising to residents of gated communities is the main monetisation route

Technology and Product at MyGate

Technology is rarely the whole moat, but it drives speed, cost and customer experience. A practical way to assess it is to separate the capability the company controls from the commodity infrastructure it rents. In this sector the important factors are product quality, data and integration depth, security, scalability and the speed of shipping improvements.

• Mobile app for gate security, visitor approval and payments
• In-house ad platform and smart lock hardware

Team and Culture at MyGate

Teams are the most important and least measurable asset of a young company. Look at how complementary the founders’ skills are, how deep the second layer of leadership is, and how the company hires and retains specialists. Culture shows up in small repeated behaviours: how quickly bad news travels upward and whether commitments to customers are kept.

• Abhishek Kumar is co-founder and CEO
• Layoffs: staff cuts from May 2021, then 30% in December 2022 and again in February 2023

MyGate Competitors: Competitive Landscape

A fair competitive analysis names direct rivals, adjacent players who could move into the space, and the customer’s default alternative. Durable advantages include proprietary data or technology, licences and approvals, brand trust, switching costs and cost leadership.

Risks and Challenges for MyGate

• Heavy reliance on advertising for 65-70% of income
• Still loss-making in FY25 after ESOP costs
• Past layoffs and lawsuits with a rival
• Competition from NoBrokerHood, which has offered its society app free
• Competition: low barriers to entry and well-funded rivals can compress pricing and slow growth.
• Funding risk: technology businesses often burn cash before reaching profit and depend on investor appetite.

Risk is not a reason to avoid a company; it is a reason to price it correctly and to monitor the right indicators over time. Regulation in this sector is shaped by data protection rules under the Digital Personal Data Protection Act, sector regulators, consumer protection law and IT rules.

MyGate Growth Outlook: What to Watch

• Management expects FY26 revenue growth of 25-30% and adjusted EBITDA margin above 5%
• Hardware expected to add 7-9% of revenue
• Key indicators: recurring revenue, customer retention, gross margin, customer acquisition cost and runway.
• Funding position: Whether MyGate can reach its next milestone before needing new capital.
• Regulation: Changes from data protection rules under the Digital Personal Data Protection Act, sector regulators, consumer protection law and IT rules.

Industry Context: Where MyGate Fits

India's technology startup ecosystem is one of the largest in the world, supported by cheap data, a large base of smartphone users, digital public infrastructure and a deep engineering talent pool. Companies now build for education, software, mobility, logistics, agriculture, defence, media and more, selling both to Indian customers and abroad.

Durable technology companies usually combine a clear customer problem with repeatable distribution and disciplined unit economics. Growth funded only by spending tends to fade, while products that customers keep using and paying for build compounding advantages.

For readers new to this field, a useful habit is to separate announcements from evidence. A plan, a partnership or a funding headline describes intent, while a delivered product, a paying customer or an audited financial statement describes results. Comparing the two over time shows how reliably a company turns promises into outcomes.

Bull Case and Bear Case for MyGate

An investment thesis is a short, testable statement of why a company could become far more valuable, together with what evidence would prove it wrong. The points below are general to this sector and are not forecasts for MyGate.

Bull case

• A large and growing base of digital users and businesses expands the addressable market.
• Recurring revenue and strong retention can compound growth.
• Selling into global markets widens the opportunity beyond India.

Bear case

• Heavy competition can compress pricing and margins.
• Dependence on external funding can force painful cost cuts.
• Regulation or platform changes can disrupt a product quickly.

Lessons Founders and Investors Can Take from MyGate

Studying a company in the Community management SaaS space offers lessons that go beyond any single firm. The points below are general lessons for the sector and are not claims about MyGate.

• Solving a clear, frequent customer problem matters more than adding features.
• Retention and repeat usage are better health signals than sign-ups.
• Disciplined spending extends runway and keeps options open when funding tightens.
• Distribution, not just product quality, decides who wins in crowded markets.
• Building trust through data protection and reliability is part of the product.

How to Evaluate MyGate as a Startup

• Customer clarity: Can MyGate name its customer and the problem it solves in one sentence?
• Evidence of demand: Look for repeat customers, signed contracts or measurable usage rather than announcements alone.
• Economics: Check whether margins improve as volume grows.
• Execution: Compare announced timelines with what has actually been delivered.
• Funding runway: Estimate how long current capital lasts at the present spending rate.
• Regulatory standing: Confirm required approvals are in place.
• Customer concentration: Check whether a few customers account for most of the revenue.
• Management depth: Look for experienced leaders beyond the founders and a stable core team.

The Takeaway

MyGate is part of India’s growing Community management SaaS ecosystem. The useful lesson from studying it is the discipline of asking structured questions about customers, economics, advantage and resilience. Companies that answer them well, repeatedly and under pressure are the ones that endure. Readers should treat any single report, ranking or funding headline as one input among many, and should re-check key facts against recent company announcements. Because public information on young companies is often limited, patience in verifying claims is part of good analysis. Public sources can also describe the same company in different ways, so it is worth checking dates, definitions and whether a figure refers to revenue, total income or transaction value, and whether it covers one entity or a wider group, before drawing conclusions. Small differences in rounding, currency conversion or reporting periods can also change how a figure reads. Comparing the same figure across several recent reports helps show whether it is stable or has changed over time. This article is educational and is not investment advice.

• Clear customers and repeat demand matter more than announcements.
• Regulation and capital needs shape how fast a startup in this sector can grow.
• Track a few leading indicators over time rather than one headline metric.

MyGate FAQs: Frequently Asked Questions

What is MyGate?

MyGate is a Bengaluru-based Indian company whose app manages security, visitor entry, payments and community living in gated housing societies. It is profiled in the Startup Deep Dive series, which explains business model, funding, competitors and risks.

Who founded MyGate?

MyGate was founded by Vijay Arisetty, Abhishek Kumar, Shreyans Daga, and the company reports a founding year of 2016.

How much funding has MyGate raised?

Reports differ: about $79.5M to $90M. Funding figures are reported and may differ between sources, so readers should check the latest company announcements.

How does MyGate make money?

MyGate earns revenue from its Community management SaaS products and services sold to businesses, institutions, consumers, learners and public-sector buyers. The exact revenue mix is described in the business model section and is not fully disclosed publicly.

Who are the competitors of MyGate?

Reported rivals include NoBrokerHood, ApnaComplex, Allthings, Frontsteps. See the competitor comparison above for how they differ.

What are the main risks for MyGate?

Main risks include competition: low barriers to entry and well-funded rivals can compress pricing and slow growth, funding and capital needs, competition and regulation by data protection rules under the Digital Personal Data Protection Act, sector regulators, consumer protection law and IT rules. This is educational content, not investment advice.

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Source

Source: Publicly available data, published reports, industry research, and other credible sources.