Mygate runs a residential community app that helps gated housing societies handle security, billing, amenities, and resident communication.
That’s why the latest Mygate funding round matters: Dharana Capital has invested ₹225 crore, or about $26 million, in the company through a mix of fresh capital and secondary share sales. Apartment associations still waste a lot of time on paper gate logs, patchy accounting, and scattered resident communication. That mess gets worse as communities scale. Founded in 2016 by Abhishek Kumar, Shreyans Daga, Vijay Arisetty, and Rohit Jindal, Mygate is now trying to turn that operational pain into a larger software and services business across India.
Dharana Capital is picking up a 12% to 14% stake in the transaction. Mygate wants to use the new money to widen its reach in gated communities, deepen its integrated platform, and spend more on product and technology as it aims for 10 million homes.
What is Mygate and how does it work?
Mygate is basically a community operating system for apartment complexes and gated societies. Once a society signs up, the platform digitizes gate access and resident approvals. It also handles maintenance billing, collections, complaints, amenity booking, and committee communication inside one app-plus-dashboard setup. Deployment can happen in 5 to 7 days, with guard profiles created in the backend and staff trained to use the system at the gate.
For a resident, the flow is simple. A guest shows up, the guard logs the visit, and the resident gets an app notification to approve or deny entry. The same resident can pay maintenance, utilities, rent, or clubhouse charges through the app. Then they can download receipts and payment history without chasing office staff.
For management committees and RWAs, the useful part isn’t the flashy gate notification. It’s the boring stuff. Mygate handles maintenance billing and payment reminders. It also covers GST and TDS-related accounting workflows, audits, vendor management, helpdesk tickets, and reporting. That matters because a lot of societies still run these jobs across spreadsheets, messaging groups, intercom systems, and manual registers.
It also goes beyond security. Amenities can be booked in real time, and payments can be attached to those bookings. Resident communication sits inside the same system as operations. That “one connected flow” angle is a big part of the pitch.
Who founded Mygate and how did the company grow?
Founding story
Mygate started in 2016 with a clear target: bring order to how Indian gated communities run every day. The founding team combined security thinking, operations depth, product experience, and distribution muscle. That makes sense when the customer is a housing society, not a single consumer. One part of the job is software. The other is behavior change inside messy, high-friction residential setups.
Vijay Arisetty brought the security instinct. He’s a National Defence Academy alumnus and spent 10 years as an Indian Air Force helicopter pilot. Later, he studied at ISB Hyderabad and went on to work at Goldman Sachs before building Mygate. He also received the Shaurya Chakra for rescue efforts during the 2004 tsunami. That helps explain why Mygate has always sold trust and reliability, not just convenience.
Why this team fit the market
Abhishek Kumar, Mygate’s co-founder and CEO, studied at IIT Kanpur and IIM Ahmedabad and worked as a vice president at Goldman Sachs before the startup. His background is heavy on operations and scale. It shows up in how Mygate talks about workflows, collections, and execution instead of just app usage.
Shreyans Daga, co-founder and CPO, studied at IIT Guwahati and ISB and worked across Oracle, 9.9 Media, and RSG Media before Mygate. He leads product. The company credits him with shaping a suite that now spans more than 250 features and smart-device offerings.
Rohit Jindal adds the commercial layer. He has an MBA from Symbiosis and earlier worked at Citibank, HSBC, and Practo before taking charge of revenue drivers and partnerships at Mygate. That matters because society software isn’t just built. It has to be sold society by society, committee by committee.
Traction, fundraising, and where Mygate sits against rivals
The business is live and scaled, not an early experiment. Mygate serves more than 27,000 residential communities and 5.7 million households across India. It also runs a brand engagement and advertising business for consumer brands. That gives it a second monetization engine beyond software sold into housing societies.
Financially, FY25 looks like a real step-up. Operating revenue rose 80% to ₹173.5 crore from ₹96.2 crore in FY24. Net loss narrowed 61% to ₹15.4 crore from ₹39.7 crore. Management says the company would have been profitable if not for ₹22.5 crore in ESOP and stock-based compensation costs during FY25.
This new round is Mygate’s first major fundraise in more than 3 years. Dharana Capital’s investment combines primary capital with secondary share sales and gives the investor a 12% to 14% stake. Before this, Mygate raised $56 million in a Series B round in October 2019. Then it took in a $12 million strategic investment from Urban Company and Acko in November 2022. Dharana’s portfolio already includes companies such as Urban Company, Vyapar, Zopper, Lentra, Itilite, Petpooja, Temple, LAT Aerospace, and Beyond Appliances.
Competition is real, and it’s not tiny. ADDA, ApnaComplex, and NoBrokerHood all sell versions of apartment or society management software. They usually mix accounting and visitor tracking. Staff management, service requests, and resident communication are part of the package too. Mygate’s own positioning is clear: it wants to be stronger on tying accounting, payments, visitor management, and operations into one system, while legacy alternatives still look like a jumble of registers, intercoms, Tally files, WhatsApp groups, and manually reconciled cash collections.
What does the Mygate funding mean for the company?
The obvious answer is scale. But the more interesting answer is depth.
Mygate isn’t raising just to add more apartment complexes to a map. It’s raising to make the product harder to replace inside a society once it’s installed. If the company can tighten the links between security, billing, finance, helpdesk, amenities, and resident engagement, churn gets harder. Committees don’t love switching systems when every guard, treasurer, and resident has already settled into one workflow.
There’s also a timing angle. Mygate’s FY25 numbers show a company that has grown fast while bringing losses down sharply. That makes this round look less like rescue capital and more like acceleration capital. Part of the transaction includes secondary sales, so it also gives some liquidity without changing the basic growth story.
Dharana’s bet is pretty straightforward: residential communities are turning into software accounts, and the winners will be the ones that own daily operations, not just visitor entry. If Mygate can really push from 5.7 million households toward 10 million homes, that becomes a very different business.
How big is the market behind Mygate funding?
The category is larger than it looks from the outside. Redseer estimates India’s gated communities could grow from about 125,000 to roughly 180,000 by FY2031, housing 32 million households. That’s around half of all households in the top 50 cities. The same report says India’s residential real estate market had already crossed $60 billion in value in calendar year 2025.
For community management platforms specifically, Redseer pegs the core SaaS opportunity in India at $200 million to $220 million in FY2026 and $500 million to $550 million by FY2031. It also sees an ancillary opportunity of $1.2 billion to $1.4 billion by FY2031. That helps explain why companies in this category keep layering on advertising, commerce, payments, and services.
Adoption is still early enough to leave room for growth. Redseer says community management platforms currently penetrate about 35,000 to 40,000 communities, or roughly 23% to 27% of the total, and could cross 70,000 communities and more than 12 million households by FY2031. So this isn’t a fully saturated market. Not even close.
What should you watch after Mygate funding?
The smart thing to watch now isn’t just new community count.
Watch whether Mygate turns this round into tighter product adoption per society and stronger monetization beyond basic gate access. Also watch for cleaner movement toward sustained profitability. A lot of companies can sell visitor management. Fewer can become the system a housing society relies on for money, operations, and resident behavior every day.
The latest Mygate funding round gives the company room to push that thesis harder. If it works, Mygate won’t just be another apartment app. It’ll become core infrastructure for how urban residential communities run in India.
Read how Jedify raised a $24M Series A led by Norwest to help enterprise AI agents understand company data, documents, permissions, and business context through a live semantic graph built for real-world enterprise workflows.
FAQ
- What is the latest Mygate funding round?
Mygate has raised ₹225 crore, or about $26 million, from Dharana Capital. The deal includes a mix of primary investment and secondary share sales, and it gives Dharana roughly a 12% to 14% stake in the company. - How does Mygate work for housing societies?
Mygate works like a digital operating layer for gated communities. Residents use it for visitor approvals, payments, complaints, and amenity bookings, while RWAs and committees use it for accounting, collections, communication, compliance workflows, and daily operations. - Who are the founders of Mygate?
Mygate was founded in 2016 by Abhishek Kumar, Shreyans Daga, Vijay Arisetty, and Rohit Jindal. The team brought a mix of military experience, Goldman Sachs operations exposure, enterprise product work, and business development experience from firms including Oracle, Citibank, HSBC, and Practo. - What market does Mygate operate in?
Mygate sits in the gated community management and residential property software category, with overlap in proptech, fintech-style collections, and hyperlocal advertising. Redseer expects the core SaaS opportunity for community management platforms in India to reach $500 million to $550 million by FY2031.
