In Greater Noida, the industrial outskirts of Delhi, a business that writes custom software for factories is not a venture capital story. It is a story of invoices, project timelines, and the quiet work of wiring a small business to run a little better. MSKARD Business Solution, founded by Rohan Chahal, is betting that the path to industrial software in India runs through a consultancy, not a SaaS dashboard. It is a bet measured in headcount, not joules, but the unit economics of custom code are just as unforgiving.
The consultancy wedge
MSKARD’s stated offering is a broad menu of business services, from digital marketing and business registration to funding support [MSKARD Business Solution, Unknown]. The strategic wedge, however, appears to be custom technology development. Chahal’s public profile specifically highlights work on custom ERP, CRM, and supply-chain systems, with a focus on manufacturing, agriculture, and other industrial businesses [LinkedIn, September 2026]. For a seed-stage startup or a local manufacturer, the ask is not for another cloud subscription. It is for a tool that fits the specific, often messy, way their business already operates. MSKARD’s model is to build that tool, and in doing so, become the trusted partner for everything else,the website, the marketing plan, the pitch deck.
Bootstrapped scale and a solo founder
There is no evidence of external funding. The company appears to be bootstrapped, growing through client work. A June 2025 internship listing estimated the team size at 20-30 employees [HelloIntern, June 2025]. For a firm of that scale, the founder’s profile is the central pillar. Rohan Chahal is listed as the solo founder and CEO, with his public affiliation with MSKARD dating from November 2024 [LinkedIn, September 2026]. The team includes developers like Lakshya Solanki, identified as a Lead Software Developer, and past contributors like Yash Singh [RocketReach, Unknown] [ZoomInfo, Unknown]. The structure is classic for a services business: a founder-led commercial engine supported by a technical delivery team.
The company’s public traction is anchored in project work and testimonials rather than scaled product deployments. The website cites Dog Demand as a client it helped with idea validation and funding preparation [MSKARD Business Solution, Unknown]. Chahal’s profile also references work with global manufacturers and seed-to-Series A founders, though without naming them [LinkedIn, September 2026]. The commercial motion is inherently bespoke.
The services ceiling
For all its potential as a market wedge, the consultancy model presents a clear ceiling. The business is constrained by the founder’s time and the billable hour. It is difficult to scale linearly without either raising capital to hire more delivery teams or productizing the most common solutions into a repeatable software offering. The company’s broad service catalog,from digital marketing to business registration,could dilute focus, making it a generalist agency rather than a specialist in industrial tech.
Furthermore, the competitive landscape in India for custom business software is vast and fragmented. Every major city has its own cohort of capable development shops. MSKARD’s differentiation must come from deep industry knowledge in manufacturing or agriculture, and from a reputation that allows it to command premium rates for its integration work. The evidence for that specialized reputation, beyond the founder’s claims, is not yet public.
The path to product
For MSKARD to transition from a successful services firm to a company of interest to the broader tech ecosystem, the watchpoint is productization. The most logical path is to identify the most common feature requests across its custom ERP and CRM builds and package them into a configurable, industry-specific platform. This would allow it to move from one-off projects to recurring license revenue. The company’s mention of "AI-driven ERP" suggests an awareness of this direction [LinkedIn, September 2026], but building a product requires a different skillset and capital than fulfilling client projects.
A back-of-the-envelope calculation illustrates the challenge. If the 20-30 person team (estimated) is fully utilized on client projects at an average blended rate, the annual revenue might support the operation but leave little for aggressive R&D. To fund a product shift, MSKARD would likely need to either drastically increase profitability from its services arm or secure external funding,a move that would fundamentally change its bootstrapped character.
For now, MSKARD’s bet is that the trust earned by solving a factory’s specific software problem is more valuable than a generic SaaS login. The incumbent it must beat is not a software giant, but the inertia that keeps a small manufacturer running on spreadsheets and handwritten ledgers. The race is to see if custom code can build a bridge to something scalable before the consultancy model runs out of road.
Sources
- [MSKARD Business Solution, Unknown] Company website | http://www.mskardbusinesssolution.com/
- [LinkedIn, September 2026] Rohan Chahal's LinkedIn profile | https://www.linkedin.com/in/rohan-chahal-5b2873282
- [HelloIntern, June 2025] Business Development Internship listing | https://hellointern.in/internship/detail/business-development-internship-internship-in-mskard-business-solution-2306
- [RocketReach, Unknown] Lakshya Solanki contact information | https://rocketreach.co/lakshya-solanki-email_833970003
- [ZoomInfo, Unknown] Yash Singh contact information | https://www.zoominfo.com/p/Yash-Singh/14286736720