For investors

The internet is the foundation. The network is the opportunity.

Businesses should be free to choose where their applications run. Fibmesh is building the connectivity layer that brings their people, infrastructure and services together across those choices.

Start a conversation ↗

The ambition

01One Network.

Your world, across locations and providers.

02One Fabric.

A common foundation of identity and policy.

03One Platform.

A consistent way to shape and operate it.

Make the internet your network.

The opportunity

Business has moved beyond the office. Its network should, too.

A company’s people, applications and infrastructure can sit across offices, homes and clouds. Making them work together often means coordinating separate access tools, network settings and providers.

Our thesis: the opportunity is a software layer that lets businesses organise these relationships around their work, with explicit control over what can reach what.

Who we start with

Start with an application that matters.

Our proposed entry market is Indian businesses running ERP, shared applications or other services on infrastructure they control. Business IT teams, software vendors and IT partners are the buyers and routes to market we intend to validate.

Why this matters now

Infrastructure choices keep changing.

Cloud growth, hybrid environments and selective repatriation create different placement decisions. Our thesis is that useful connectivity should work around those choices. The research below provides context; customer demand still needs validation.

Where the opportunity grows

From a useful service to a working fabric.

The longer-term opportunity extends from individual connectivity needs to how businesses bring infrastructure, clouds and participating services into one manageable environment.

Cloud choice · the uncloud opportunity

Run workloads
where they belong.

Public cloud, private infrastructure and customer premises each have a place. Our ambition is to let businesses choose where applications run while keeping the connections around them understandable and controlled.

Public clouds

Use the infrastructure and services that fit the workload.

Private infrastructure

Choose independent hosting, private cloud or dedicated servers.

Customer premises

Keep useful applications on infrastructure the business operates.

Connect around the choice.Private access · App publication · Public identity · Internet egress

Company direction illustrated. Supported platforms and delivery scope are confirmed for each deployment. Compute, storage, backups and application operations remain with the customer or their providers.

Workloads move in both directions. SlashData’s 2026 research documents movement into public cloud, private cloud and on-premises infrastructure. This supports a placement-choice thesis rather than a prediction of wholesale cloud exit. Read the research ↗

A connectivity opportunity. Retaining, moving or repatriating an application creates access and reachability decisions. Fibmesh’s role is to serve those connections. These customers remain within the same account model; “uncloud” is not added as another TAM.

From past deployments · Public IPs

The application stayed.
Access changed.

An ERP provider used Fibmesh Public IPs directly on Windows servers at customer premises. Public identity was supplied independently of the access ISP.

Explore the historical deployments ↗

Remote application users
Fibmesh Public IP
Customer-site ERP server

Historical deployment pattern using full-tunnel routing on the application hosts. Application authentication and firewall rules remain necessary.

Four products · four buying decisions

One customer environment.
Different reasons to begin.

Each product addresses a distinct connectivity job and can be chosen independently. Our proposed entry strategy focuses on business applications that stay on customer-controlled infrastructure, with software vendors and IT partners as potential routes to market.

01 / Private access & business VPN

Networks ↗

Private access to the resources a team needs.

Buyer: Business IT teams and IT partners supporting distributed people and customer-owned applications.
Use cases: Employee access to office applications and NAS, selected contractor access, and approved office/cloud resources.

Market, alternatives & metrics

Demand & commercial context

Commercial private-access subscriptions exist alongside free and self-hosted alternatives. Buyer willingness to pay depends on operating value and support, as well as connectivity.

Market reference units: users, devices and resources. Fibmesh packaging is still being finalised.

Alternatives a buyer may assess

Self-managed VPNs are another route. A hosted service must earn its place against both commercial and do-it-yourself options.

Metrics to establish

Time to first verified application connection
Retained active organisations and resources
Paid-account retention and support cost per account

The execution hypothesis

Make the initial deployment useful, access decisions understandable and operation repeatable. These are advantages to demonstrate through customer outcomes.

Current scope

Current delivery uses Fibmesh routing nodes. Application authentication and supported platform requirements remain separate from network permission.

02 / Application publishing & tunnels

Publish ↗

A public HTTPS address for an application you run.

Buyer: Software vendors, developers and business IT teams exposing selected web applications or APIs.
Use cases: Customer portals, on-premises webhooks, selected APIs and application previews on supported infrastructure.

Market, alternatives & metrics

Demand & commercial context

Application tunnel providers offer production subscriptions and metered usage. Those plans provide a commercial reference, while free tools and mature platforms set a demanding benchmark.

Market reference units: endpoints, domains, traffic and requests. Ongoing production use matters more than a temporary demo link.

Alternatives a buyer may assess

Metrics to establish

Time to first externally verified HTTPS request
Retained production publications and paying accounts
Delivery and support cost per active application

The execution hypothesis

Offer a practical publishing path within the wider connectivity relationship, while earning confidence in application compatibility and operation.

Current scope

Current scope uses Fibmesh-managed hostnames for selected HTTP applications. Custom domains and Fibmesh-managed visitor access remain planned; the application handles authentication.

03 / Managed tunnels, firewall & subnets

Public IPs ↗

Managed public networking, delivered over Fibmesh.

Buyer: Business IT, software vendors, hosting operators and IT partners running applications or infrastructure beyond a single device.
Use cases: Customer-site ERP, full-tunnel internet access, site gateways and hosted subnets for separately addressed servers, VMs or services.

Market, alternatives & metrics

Demand & commercial context

The buying decision is a managed network service over the customer’s existing access connection. Specialist tunnel providers and infrastructure networking services are more relevant references than an address fee alone.

Service value spans address or subnet allocation, tunnel delivery, managed firewall, capacity, traffic and support. Sites and workload requirements can change the account scope.

Alternatives a buyer may assess

A customer can also assemble routing, tunnel and firewall components, or use an ISP service where it meets the need. Compare allocation, encryption, policy, capacity, location and operating responsibility together.

Metrics to establish

Retained paid device, gateway and subnet services
Account value and contribution after allocation, delivery and support costs
Capacity and address utilisation, policy enforcement and abuse handling

The execution hypothesis

Begin with a business application or infrastructure need, then expand where additional sites, workloads or subnet capacity add value. Historical ERP deployments establish use-case evidence; repeatable acquisition and unit economics still need validation.

Current scope

Public IPs includes full-tunnel access over Fibmesh and managed firewall controls, within supported deployment scope. Hosted/routed subnets use a separately arranged, invitation-led managed setup. Device and gateway traffic modes are agreed explicitly; application protection and downstream routing remain necessary.

04 / Business egress & source-IP control

Outbound ↗

An internet exit with the source identity work requires.

Buyer: Business IT teams and operators whose external applications or partner systems require a recognised source IP.
Use cases: IP-allowlisted applications, partner API access and an agreed outgoing identity across changing supported access connections.

Market, alternatives & metrics

Demand & commercial context

Dedicated-IP business services and cloud egress products provide commercial reference points for controlled outgoing identity. This is narrower than the full secure-web-gateway or SASE market.

Market reference units: users, dedicated gateways, exit capacity and traffic. Source exclusivity and continuity are separate commercial terms.

Alternatives a buyer may assess

Metrics to establish

Verified source identity at the destination
Retained paid exit services and gateway utilisation
Contribution after bandwidth, capacity and support costs

The execution hypothesis

Serve a clear outgoing-identity requirement without requiring a broader private-access purchase. Validate that deployment and source terms are worth paying for.

Current scope

The current profile model is full tunnel. Stable or dedicated sources are agreed separately. Outbound does not establish filtering, anonymity or a verified kill switch.

One shared foundation

Resource identity · Backend policy · Devices & gateways

Research checked 23 October 2026. Alternatives solve related jobs with different capabilities and terms. External prices are category references, not Fibmesh prices or a like-for-like cost comparison. Listed metrics are validation priorities, not reported performance.

Explore the current product scope ↗

The global opportunity · research updated 23 October 2026

Networking is becoming
a service.

Our ambition reaches beyond one country or business segment: a shared platform for people, applications, sites and infrastructure. The wider shift toward network services is the category backdrop; the India model below describes one starting segment.

Global network as a service · USD billions

A category projected
to exceed $100 billion.

Software-defined connectivity and managed network services provide a broader frame for the platform ambition.

Mordor Intelligence ↗ · January 2026 framework · checked 23 October 2026. Analyst estimates and forecasts.

21.81%forecast CAGR · 2026–2031

2026 · estimate$39.96bn

2031 · forecast$107.17bn

$0$60bn$120bn

This category includes WAN, LAN and other services beyond Fibmesh’s current scope. It is an external market estimate, not a validated Fibmesh TAM, and is not added to cloud or SASE spending.

01 / Platform ambition

A global connectivity fabric.

Extend a common identity, policy and delivery foundation across supported environments and, over time, more regions and participating services.

02 / Initial entry segment

Business infrastructure in India.

Start with specific application and infrastructure needs. The registered small/medium-business population below is one segment within the wider opportunity.

03 / Account expansion

More sites. More workloads.

Additional gateways, hosted subnets, capacity and independently useful products can expand an account. Pricing and expansion economics require validation.

India · public cloud services

Spending is moving further into infrastructure and platforms.

28.1%forecast growth in 2026USD billions

2025$13.66bn

2025 baseline

2026$17.49bn

Forecast

$0$10bn$20bn

Infrastructure
Platforms
Applications
Desktop services

Gartner · 1 June 2026 ↗. Both years use the same forecast release. Rounded display values; forecast bar is hatched.

View chart data

USD millions · Gartner, June 2026
Service	2025 baseline	2026 forecast
Infrastructure	4,470	6,259
Platforms	5,114	6,414
Applications	3,901	4,637
Desktop services	171	176
Published total	13,656	17,487

Published totals may differ from the sum of categories due to rounding.

Global survey · hybrid cloud

Workloads already span different environments.

of respondents operate hybrid cloud environments.

Flexera 2026 State of the Cloud ↗. Global survey of 753 cloud professionals and leaders; enterprise-heavy sample, not a census of Indian businesses.

India entry segment · market sensitivity

Size the segment.
Then model the route.

This illustration covers registered Indian small and medium enterprises. It excludes micro firms, large enterprises and overseas customers. It does not define the ceiling of the platform opportunity. Sales paths are modelled separately below.

5,87,275 registered small and medium enterprises

5,45,246 small + 42,029 medium. Ministry of MSME · 23 October 2026 ↗

Illustrative sensitivity model. Annual portfolio spend and serviceable fit are unvalidated assumptions. These outputs describe the selected segment, not a forecast of Fibmesh revenue. Changing these controls does not alter the commercial paths below.

Entry TAM · selected India segment

₹2,114.19 cr

Annual scenario if every business in this selected population bought at the assumed spend.

5,87,275 accounts × ₹36,000/year

Entry SAM · assumed serviceable fit

₹528.55 cr

The part of that population assumed to have a relevant need and a supported deployment.

25% eligible share · ≈1,46,819 accounts

Market definitions & population limits

One population. Counted once.

TAM: total addressable market. SAM: serviceable available market. Here both are scoped to the selected India segment. Each economic customer account is counted once across the portfolio. Partner-led distribution and cloud repatriation are routes and use cases within that population; they are not separate markets added to TAM.

Government size categories use investment and turnover, not employee count. Registration does not prove demand, ability to pay or product fit. The serviceable share is an assumption, not a finding from the government dataset. The 73% global hybrid-cloud survey result is not used as an eligibility rate.

Calculation: entry TAM = 587,275 × annual portfolio spend per account. Entry SAM = entry TAM × assumed serviceable share. The commercial paths have their own customer mixes and spend assumptions; they do not change this market population. The selected pool and average spend still require research before treating these outputs as a validated market estimate.

SOM: serviceable obtainable market. A validated SOM needs evidence of market access, acquisition, willingness to pay and delivery capacity. The execution scenarios below illustrate possible mechanisms; they do not establish SOM. No valuation, funding requirement or profitability is implied. Cloud, SASE and NaaS category spending is context only and is not added to these outputs.

Illustrative commercial paths · 36 months

Different routes.
Visible economics.

Direct sales, productive partners and larger infrastructure needs create different paths to scale. These scenarios make the mechanisms inspectable, with a shared starting set of service-value and cost assumptions.

Scenarios, not guidance. Every financial input, customer mix, partner count and growth assumption below is unvalidated. These are not company revenue, approved pricing, targets or a forecast. Each path starts from zero for modelling purposes; it is not a statement of current traction.

01 / Commercial path

Direct-led launch

Assisted sales build a repeatable starting point, with a smaller infrastructure mix.

Month 36 · annualised service revenue₹2.98 cr

≈699 retained active accounts

Annual recurring contribution: ₹1.74 cr · 58.4%
Modelled setup cost · cumulative 36 months: ₹0.27 cr

View model assumptions

Acquisition & delivery ramp

Monthly averages within each operating year
Input	Year 1	Year 2	Year 3
Direct new accounts / month	10	20	35
Productive partners	0	0	0
New accounts / partner / month	2	2	2
Combined onboarding cap / month	15	30	45

Account scope & service value

INR · illustrative inputs · scroll for all columns
Segment	Mix	Monthly spend	Delivery cost	Setup cost
Business access	70%	₹1,000	30% of revenue	₹1,500 / new account
Site deployments	25%	₹6,000	40% of revenue	₹6,000 / new account
Infrastructure accounts	5%	₹25,000	50% of revenue	₹18,000 / new account

Annual account retention: 90%
Annual contraction on surviving revenue: 2%
Annual expansion on surviving revenue: 5%
Partner share · partner-origin revenue only: 15%
Implied gross / net revenue retention: 88.2% / 92.6%

Spend excludes tax and one-time fees. The three paths share segment spend and cost inputs. Differences come from acquisition, customer mix and expansion assumptions. “Productive partners” are hypothetical, not signed relationships.

02 / Commercial path

Repeatable distribution

Direct acquisition is joined by productive IT or software partners after the first year.

Month 36 · annualised service revenue₹7.33 cr

≈1,088 retained active accounts

Annual recurring contribution: ₹3.68 cr · 50.2%
Modelled setup cost · cumulative 36 months: ₹0.57 cr

View model assumptions

Acquisition & delivery ramp

Monthly averages within each operating year
Input	Year 1	Year 2	Year 3
Direct new accounts / month	10	20	30
Productive partners	0	5	15
New accounts / partner / month	2	2	2
Combined onboarding cap / month	15	50	100

Account scope & service value

INR · illustrative inputs · scroll for all columns
Segment	Mix	Monthly spend	Delivery cost	Setup cost
Business access	55%	₹1,000	30% of revenue	₹1,500 / new account
Site deployments	35%	₹6,000	40% of revenue	₹6,000 / new account
Infrastructure accounts	10%	₹25,000	50% of revenue	₹18,000 / new account

Annual account retention: 90%
Annual contraction on surviving revenue: 2%
Annual expansion on surviving revenue: 12%
Partner share · partner-origin revenue only: 15%
Implied gross / net revenue retention: 88.2% / 98.8%

03 / Commercial path

Infrastructure expansion

Fewer direct wins, with a larger share of site, hosted-subnet and infrastructure accounts.

Month 36 · annualised service revenue₹10.77 cr

≈871 retained active accounts

Annual recurring contribution: ₹5.12 cr · 47.5%
Modelled setup cost · cumulative 36 months: ₹0.71 cr

View model assumptions

Acquisition & delivery ramp

Monthly averages within each operating year
Input	Year 1	Year 2	Year 3
Direct new accounts / month	8	15	25
Productive partners	0	4	12
New accounts / partner / month	2	2	2
Combined onboarding cap / month	12	40	75

Account scope & service value

INR · illustrative inputs · scroll for all columns
Segment	Mix	Monthly spend	Delivery cost	Setup cost
Business access	35%	₹1,000	30% of revenue	₹1,500 / new account
Site deployments	40%	₹6,000	40% of revenue	₹6,000 / new account
Infrastructure accounts	25%	₹25,000	50% of revenue	₹18,000 / new account

Annual account retention: 90%
Annual contraction on surviving revenue: 2%
Annual expansion on surviving revenue: 18%
Partner share · partner-origin revenue only: 15%
Implied gross / net revenue retention: 88.2% / 104.1%

Contribution is not profit. It deducts modelled recurring delivery costs and partner share from service revenue. Setup cost is shown separately. Fixed overhead, sales and marketing, capital expenditure, financing and tax are excluded. Cost percentages are sensitivity assumptions, not verified Fibmesh margins.

The shape of the path

Scale comes from the mix,
as well as the count.

The infrastructure path has fewer accounts than the distribution path, but assumes a greater share of higher-value site and subnet deployments. Additional scope can expand retained account revenue.

These are alternative hypotheses to test. They are not probabilities, funding-dependent forecasts or a ranking of which path Fibmesh will follow.

Annualised revenue at each year-end, not cumulative revenue earned.

Direct-led launch
Repeatable distribution
Infrastructure expansion

Read the model & compare yearly outputs

One account. Distinct sources of growth.

New accounts come from direct sales plus productive partners, capped by the combined onboarding capacity. If demand exceeds that cap, both routes are reduced proportionally; unmet demand is not carried forward. The annual ramp changes at months 13 and 25. Fractional accounts represent expected values; displayed counts are rounded.

Existing accounts survive at the monthly equivalent of the annual retention assumption. Revenue on those accounts separately contracts and expands at monthly equivalents of the annual assumptions. New accounts enter at the segment’s starting spend. Expansion changes revenue, not customer count.

Annualised service revenue equals month-end recurring service revenue × 12. Recurring delivery costs use the segment cost shares. The partner share applies only to recurring revenue from partner-origin accounts. Setup cost accumulates once for every new account. One-time setup revenue and variable usage outside the assumed recurring spend are excluded; no recognised-revenue or contracted-ARR claim is made.

Illustrative outputs · annualised INR at year-end
Path / output	Year 1	Year 2	Year 3
Direct-led launch · service revenue	₹0.48 cr	₹1.4 cr	₹2.98 cr
Direct-led launch · contribution	₹0.28 cr	₹0.82 cr	₹1.74 cr
Direct-led launch · active accounts	≈114	≈332	≈699
Repeatable distribution · service revenue	₹0.74 cr	₹2.94 cr	₹7.33 cr
Repeatable distribution · contribution	₹0.41 cr	₹1.54 cr	₹3.68 cr
Repeatable distribution · active accounts	≈114	≈446	≈1,088
Infrastructure expansion · service revenue	₹1.06 cr	₹4.14 cr	₹10.77 cr
Infrastructure expansion · contribution	₹0.56 cr	₹2.05 cr	₹5.12 cr
Infrastructure expansion · active accounts	≈92	≈345	≈871

The service segments describe account scope, not compulsory bundles or additional product launches. Any account may use independently useful current products. Hosted/routed subnet delivery remains separately arranged and invitation-led. Geography, compatibility, inventory, willingness to pay, onboarding effort and capacity must be validated before treating any path as an operating plan. Sales scenarios do not calculate TAM, SAM or a validated SOM.

The business model

Value at the first deployment. Room to expand.

Our commercial approach centres on ongoing connectivity services. The aim is to earn a place in the customer’s operations, then grow as the service proves useful.

What customers pay for

The selected connectivity service and its agreed scope: resources, addresses, gateway capacity, traffic and support, as applicable. Public packages and fees are being finalised.

Our pricing approach ↗

How accounts can grow

Additional resources, locations and products can expand an account. Each product stands on its own; customers do not need to buy Networks to use the others.

How we intend to reach customers

Start with direct, assisted deployments and develop relationships with IT partners who understand their customers’ environments. The partner channel is a route we intend to build.

What shapes the economics

Address supply, infrastructure capacity, traffic and support all affect delivery costs. Repeatable deployment and disciplined capacity planning are central to the model we want to build.

Our approach

Choice for the customer.
Coherence in the network.

Private-access tools, tunnels, cloud networking and managed services already solve important needs. Our proposed entry point is the business that needs customer-owned applications to remain reachable as people and internet connections change. We intend to compete on useful outcomes, repeatable delivery and clear operating responsibility.

Meet resources where they are: Work with supported customer environments, rather than make relocation the starting point.
Keep intent consistent: Use resource identity and backend policy as a common basis for reachability and access decisions.
Make the next deployment easier: Build toward repeatable setup and operation across products. That consistency is the advantage we are working to earn.

Progress & direction

A practical starting point.
A long-term ambition.

Fibmesh is an Indian company with roots in broadband infrastructure. Today’s portfolio is the starting point for the broader platform we want to build.

Review current availability ↗

Today
Four product entry points
Networks, Publish, Public IPs and Outbound are available with assisted setup, within their supported deployment scope.
Development priorities
Make delivery repeatable
Refine onboarding, operations and commercial packaging. Edge hardware remains in development and pilot use.
Long-term vision
Extend the fabric
Bring more clouds, infrastructure and participating services into a coherent platform, with customer choice and control at its centre.

Development priorities describe direction, rather than a dated release commitment.

The next proof points

What turns the thesis into a business.

Customers choose it

Validate a defined buying trigger, paid conversion and reasons for choosing Fibmesh over existing alternatives.

Delivery becomes repeatable

Measure setup effort, support demand and service delivery costs as deployments grow.

Value lasts and expands

Track retained use, renewals and additional resources or products within an account.

These are validation priorities, not reported results. The commercial scenarios above will need to be tested against this operating evidence.

The people

Experience behind the ambition.

An Airmesh company, led by people with experience in building businesses, developing organisations and running day-to-day operations.

Meet our people ↗

An Airmesh company.

Visit Airmesh ↗

Investors & strategic partners

Explore what comes next.

We welcome conversations with investors and strategic partners who share our long-term view of connectivity.

Start with an application that matters.

Infrastructure choices keep changing.

From a useful service to a working fabric.

Public clouds

Private infrastructure

Customer premises

The application stayed.Access changed.

A category projectedto exceed $100 billion.

A global connectivity fabric.

Business infrastructure in India.

More sites. More workloads.

Spending is moving further into infrastructure and platforms.

Workloads already span different environments.

One population. Counted once.

Acquisition & delivery ramp

Account scope & service value

Acquisition & delivery ramp

Account scope & service value

Acquisition & delivery ramp

Account scope & service value

Scale comes from the mix,as well as the count.

One account. Distinct sources of growth.

What customers pay for

How accounts can grow

How we intend to reach customers

What shapes the economics

Four product entry points

Make delivery repeatable

Extend the fabric

Customers choose it

Delivery becomes repeatable

Value lasts and expands

Explore what comes next.

The application stayed.
Access changed.

A category projected
to exceed $100 billion.

Scale comes from the mix,
as well as the count.