Stade Olympique Cassis Carnoux was a French association football team founded in 2002. They were based in Cassis, Bouches-du-Rhône, and last played in the Championnat National – the third tier of French football. The Stade Marcel Cerdan in Carnoux is our home ground.In 2008, the club was the Group C winner in the Championnat de France Amateurs. There was a a lot of hope that the club would continue to get stronger but the financial crises resulted in the club getting dissolved in 2010 and went into receivership.Today, a Group of young entrepreneurs led by Aviation Seating leader Jehangir Jeejeebhoy, Rashid Al Sadami, Roman Kostivowich, DAD & i Ventures and the Rastogi Family Office have settled the liabilities and restarting the club from the bottom division with a long term view over the next 10 years to qualify for the Fédération Française de Football second tier league.

Starting 1 October 2024, Economical Family Charters to pilgrimage centres in India as per a fixed schedule in the safest plane on earth which has a parachute for the whole plane in an emergency.We will also start joyrides to Mt. Everest from Katmandu on 1 March 2025.

We are a high risk high reward family office with a minimum investment threshold of $250,000 or ₹2 Crores. Our goal is to develop path breaking disruptive companies arising out of patents. As a policy we do not entertain copycats or pure e-commerce plays.We use a 40 Days / 40 Weeks Mantra to invest and mentor five new (5) companies at a time from seed stage where we dedicate one (1) day per week with the goal of scaling up. 30 days are spent meeting potential customers and feedback from old customers. One (1) day per quarter is dedicated to review meetings and a board meeting. The remaining six (6) days are dedicated to meeting new potential investors and strategic investors that could be interested in an acquisition two (2) or three (3) years down the line.Our mantra to investing is very simple and the prospective vestee needs to fulfil our PASS qualification standardsP - Patent, these need to be grantedA - Ability to solve a huge global gapS - Sustainability environment friendlyS - Scalability, a global marketplaceWe have a simple shareholders agreements and board seats for us other than our auditor and lawyer monitor the investments for us. Our goal is to help our vestees grow their business and derive our upside from the effort we put in.

We aim to get 20 Million Indian women and 180 Million women in other underdeveloped and underserved markets to active gaming.

Changing the way hundreds of millions will consume content on large displays at home.

Trying to change the system in India with our own funding. Uphill task and we have made significant headway. The challenge is too many hurdles come in our way. All like minded people need to do is give us 10 minutes of their time everyday to spread the word.

The Mission at DaVoTv RF Aggregation has two goals in the process of size achievement - the first is to eliminate harmful EMF (Electro Magnetic Field) Radiation, cutting down the number of Diesel Generators in India used by Mobile BTS by deploying Active DAS over Fiber in India and to emerge as a niche "Telecom Managed Services Player" in India aimed at the Enterprise Segment - be it a Hotel, Mall, Institution, MNC, Housing Society and or Residents Welfare Associations across a diversified Geographic area and Demographic profile. The second part of our business is fondly named "Community Broadband" based on a very Transparent Model where our Company's Policies will be built around being Brand Agnostic, Technology Agnostic and Service Provide Agnostic. Speeds will range from 100 Mbps to 1000 Mbps and 85% of the everyday content will be delivered over the Intranet instead of the Internet. The Company will never have a vested interest in any Service Provisioning, Content Offering, Bundling and in its perpetuity offer only Managed Services, Consulting Services and Addressable Advertising.

Disrupting the "Cold Pressed" segment. Creating a lifestyle brand, changing the way people subscribe to fresh cold pressed juice. A big learning example:1. Pomegranate juice is light pink once cold pressed, not dark plum red. Visit your favourite market and check it out yourself.2. Make juice at home without any preservatives, place in your fridge and try to consume it on day 4. Then ask yourself the question, how do they last 21 days in supermarkets WITHOUT PRESERVATIVES?

Iadbox is one of the most coolest Adtech platforms on the planet. It is not intrusive and does not hamper the User Experience. The engagement evolves around snack able bite size media rich content. The platform avoids all the ad blockers and delivers the power to the customer to choose which brands or type of content that actually interests them.

We are working on a pilot in Gurgaon where all the FMCG Companies can make their offers electronically saving at least 50% or more of the their offline processing costs where they currently verify existing retailer inventory, process credit notes, change the packaging of the new batches to incorporate the discount offer, back & forth executive visits, phone calls etc. Now it will be digital, the consumer will have an APP and just point at the POS, all the coupons linked to their phone will be automatically applied to the receipt. This is patented by our partner.A very innovative basket of Mobile Advertising & Branding, Near Feet Communications, M-Commerce for everything that encompasses Retail from Apparel, Restaurants & Bars, Jewellery, Electronics, Footwear, Automobile Companies etc. We drive spending footfalls, deliver offers, assist in clearing retail inventory, hotel rooms inventory, food & beverage inventory on a daily basis if required and keep the consumer engaged on mobile, knowing well who the consumer is by name & demographic profile.

ScanBuy Inc is the owner of the most prolific basket of patents that are used in Digital Mobile Marketing & Business Process Disruption and we are proud to be their licensee in India. Our role is to nurture and develop the market. The patents have been adapted and a portfolio of pain solving applications have been successfully developed and deployed globally. mPromo, MEP (Mobile Engagement Platform), mVision, mPackaging have created some iconic campaigns, setting new conversion benchmarks in the Digital Marketing industry.mTargeting is an ideal revenue stream for all IoT and e-commerce portals with large APP based users to fund their operations, keeping them going till core revenues settle in. Conversion rates on the mTargeting platform continue to surprise the adopters of this technology and outperform industry benchmarks. It was observed and noted by an entrepreneur that mTargeting could fund their existing cash burn business, not finding the need to raise burn capital.mCoupon is a GS1 Standards based change agent that has been successfully deployed by our Team in Spain. This is a bridge between the FMCG Brands and the Retailer PoS that solves three key pain points of the FMCG players and three key pain points of the Organised and Unorganised Retailers. Not only does it reduce handling charges on Promotions by up to 75%, Retailers enjoy a 365% annualised RoI on their funds blocked overnight. mCoupon is poised for iconic growth.

Webspool was the most interesting Development Space we have been active in, looking at the future. Here we experimented with Addressable Advertising over IP aimed at Demographic Profiles scattered all over a database. The ability to sniff and analyse any data in any form of motion be it text messages, browsing, email exchange or simple IP traffic will give us an edge in the ability to deploy customised solutions in the age of Private Label IP Broadcasts in 2015.

Vide expertise in multi platform FTTH delivery models encompassing GPON, GEPON & Active Ethernet. I have pioneered two path breaking deployment models of Passive Deployment in a FTTH environment over GPON using MDUs and a hybrid system where on the same PON have delivered through the same splitter SDU, MDU & NGHG. As an entrepreneur have created two distinctive Business Models against the common trend of Revenue Share with Telcos, the first being aggregation with independent billing for better margins and the latter Collective Subscription for gated communities.The Future is that Broadband & Voice will be free, only VAS will be billed over the Cloud.

When there was no concept of an ISP License and the only access to the Internet was a Rs 96,000/- per annum Dial Up VSNL connection to the Internet, we began our "Little ISP" by sharing the Dial Up Connection using a PC with a Modem, Double LAN Card, D-Link Hub and CAT5 Cables to 16 homes @ Rs 15,000 to Rs 18,000 per annum. We also connected a Printer to the Mother PC and charged Rs 10/- per A4 Page for Printouts. Aditya and Bhushan run this business as a Category B ISP License today and are very profitable. My exit was because the DaVoTv business model was formulated, it would have been contradictory to be a partner in a Monopolistic Business Model.

At Future Sense HomeApps, we put together all the ideas of various applications that could be developed and put together for the Smart Homes or Smart Living of tomorrow.

It is always sad to see your start up collapse after investors score an own goal before checking & validating the plans you set forth. Velocity was sunk by its own Board that had vested interests and hidden agendas. The Capex perspective is still a very good proposition. We were building Fiber to the Home or FTTH Networks over GPON (Gigabyte Passive Optical Network) on a pan India basis within gated communities on an Open Access Platform. This means that the end user can subscribe to services, content and service providers of their choice on a single 2mm Drop Fiber Cable on the fly. Alas another one bites the dust not because of any surreal reason but a bunch of people pretending they are industrialists except acknowledging the fact that they were lucky investors at the turn of the century.

Hyderabad had met all the check marks for becoming a premier destination for the Development of Quality Residential Projects aimed at the Technology Employees of the Multi National Corporations. We made a number of attempts and sunk in precious capital retaining architects, consultants etc but the Real Estate Titles, both private and those sold by the Government of Andhra Pradesh were extremely dodgy. Many leading Indian Real Estate Houses met their Waterloo in Hyderabad on account of Poor Legal Title to properties.

We wanted to revolutionise the Wholesale & Retail Toy Industry in India with a unique B2B & B2C Model that ensured premium toys getting to the wealthy from the Urban elite to the small towns and villages of India. Our model though still revolutionary did not encourage the importers and distributors of toys in India to shoulder The Capital Cost of Inventory for the first two years of Operations as Indian Banks did not see merit in financing 3rd Party Moveable Collateral.

We believed there was a huge market for DIY templated websites and put together an offline tool where users with knowledge of MS Word could create their own website in minutes and host the same with their own domain name. On hindsight, we were too early and our investment folded. However, all the liabilities of vendors were paid off when we did a Business Development Program to get them large orders from our database of Contacts.

Followed a very Broadband bullish entrepreneur Parind Parekh into life on the Super Highway. Though I did not get a salary, it was fun discounting the hell out of tariffs that would make all the Telcos squeal in pain. There was definitely no method to the madness, but that was the beauty of being in a new age business. The highlight for me was Shreerang Athalye, now my elder brother from another mother, my ATM, my sounding board and a shoulder that I can have on demand.

e-Parivar Save & Gain Consumer Club was our destiny with the Dot.Com era where we attempted Home Delivery of Groceries & Daily Needs with an Interactive Static Cable Channel and a website. Revenue Operating Margins could not keep up with the Cost of Operations and Interest Cost of Inventory. We were prudent to wind up and though we had a venture capitalist on hand, the passion to build a business on perpetual negative cash flow was non-existent.

We built an ran a very small Cable TV Network based on transparency of 100% Declaration of Subscribers as our interests did were not in Cable Revenue but advertising revenue from Cable TV Advertisements. In our history, we did not violate any IPR of any Bollywood Producer and showed only those movies whose Producers gave us the VHS / VCD / DVD and their written consent without remuneration to play the same. However, vested interests drove us away from the business.