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A daily operating platform for gated communities, monetized through society software and resident brand access
₹70–75 crore brand-connect revenue built from zero in two years · targeting ₹170 crore this year · early societies paid about $1,000/year for 400–500 homes
Win the gate workflow first; daily resident use creates the surface area for every later module.
Fewer bars = easier, cheaper, or faster for an AI-assisted solo builder. Editorial judgments based on the case details.
MyGate began in 2013 after co-founders Abhishek Kumar and Vijay left Goldman Sachs to address the rising complexity of gated communities in India. They saw more urban households, more delivery and ride-hailing traffic, and an outdated gate process built around intercom calls. The team shadowed security guards for about a month and found that entry approvals and resident queries created repeated daily friction. The first products gave domestic workers digital IDs and let guards log visitors and deliveries so residents could approve, deny, or leave a parcel at the gate from the app. The founders started in Bangalore, concentrating on one pin code and nearby areas. Large, respected communities became reference customers that smaller societies watched. Early societies paid about $1,000 per year for a community of roughly 400–500 homes. The company later expanded into accounting, maintenance billing, amenities, help-desk tickets, parking, staff attendance, notices, advertising, and smart locks. Abhishek reported ₹100 crore in revenue last year and a target of ₹170 crore for the current year. He said brand advertising generated ₹70–75 crore after growing from zero in two years; nearly half of client communities paid software fees.
For a community operations platform, win one concentrated neighborhood before broadening geography. MyGate’s founders started in Bangalore and narrowed further to one pin code, where large communities could serve as visible proof for smaller ones.
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Data credibility: Abhishek Kumar gives the revenue and expansion figures in a founder interview. They are founder-reported; no financial statements or third-party records are presented. The ₹170 crore figure is a target for the current year, not a completed result.
A first payment in community software usually follows a successful operational pilot, when the committee can point to less friction at the gate and residents have adopted the app for recurring tasks. MyGate initially charged about $1,000 per year for a society of roughly 400–500 homes.
The compounding loop here comes from daily utility inside a bounded community. Residents use visitor approvals and domestic-worker check-ins, while guards and managers work in the same system; broader adoption then makes the platform more useful to each group.
A no-growth stretch in property software can feel especially quiet because committee decisions take time and many stakeholders must agree. Keep the product narrow enough to ship improvements while building trust on site.
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