“A lot of attention naturally goes towards EV brands and vehicle manufacturing, but the larger long-term opportunity lies in the infrastructure layer behind the ecosystem—charging networks, battery lifecycle management, energy management systems, fleet intelligence, EV logistics, recycling, and grid integration.” This is Jeet Chandan’s contrarian bet.
At 22, as co-founder of venture capital firm BizDateUp, he has built a track record most investors chase for decades: 25 startup investments, returns exceeding 8X. But what matters more than the numbers is where he places them. The investment platform recently launched a Rs 200 Cr Category I Alternative Investment Fund (AIF) to bolster innovation and entrepreneurship, focusing on sectors like sustainability and social impact through technology, for Tier II, III cities.
Going beyond electric vehicles, into what powers them
While most capital chases EV startups, Chandan’s portfolio tells a different story. About 40% of his firm’s investments are in the electrical vehicle (EV) space.
Part of hus portfolio, ZEVO handles EV logistics in New Delhi; BattRe manages battery supply chains in Jaipur; InfinityX solves power transmission challenges in Bengaluru; MOOEV builds heavy-duty electric vehicles; and Revamp Moto develops motorcycles. They solve operational problems that recur daily: fleet managers need reliable charging, supply chains need battery management, grids need integration solutions.
“These are not always the most visible businesses, but they solve critical problems at scale. Over the next decade, some of the most valuable companies may come from building the underlying infrastructure that enables entire industries to function more efficiently and sustainably,” Chandan says.
Why he believes in this sector is rooted in a simple principle: infrastructure scales through utility, through solving real problems that customers face repeatedly. “In the EV ecosystem, for instance, we are more interested in businesses that improve efficiency and reduce friction within the ecosystem, whether that is charging reliability, battery lifecycle management, fleet optimisation, energy management, EV logistics, or cost efficiency for commercial users.”
Jeet’s investment strategy follows a simple formula: fundamentals over narratives, unit economics over ambition, repeat demand over single transactions.
“In the EV and climate space, we try to look beyond headlines and market excitement. Our focus is on fundamentals, unit economics, repeat demand, infrastructure relevance, customer adoption, regulatory support, and the company’s ability to sustain itself beyond subsidy-driven momentum,” he explains.
“Hype-led businesses tend to have very ambitious narratives but weak commercial fundamentals. Genuine long-term opportunities usually look different—they solve a real operational problem, demonstrate improving economics over time, and have a clear path to scale with recurring customer value.”
The EV market in India proves this distinction. A new vehicle brand captures imagination. A charging network solves a daily operational problem for fleet operators and commercial users. One is exciting; the other generates revenue consistently.
Why does he make a business case for EV infrastructure, not a sustainability case
The separation between sustainability and economics matters. Many climate-tech founders lead with mission and hope capital follows. Chandan deliberately separates them. “Climate-tech cannot remain only a sustainability conversation. For long-term success, it has to become an economic advantage story as well. The companies that will create lasting value are not necessarily the ones that sound the greenest, but the ones that can make sustainable solutions commercially viable, scalable, and operationally dependable.”
A battery lifecycle platform becomes valuable because it extends asset life and reduces replacement costs. A charging network scales because fleet operators improve margins. Grid integration software works because utilities need load management. The green benefit follows. It does not lead.
This philosophy extends beyond climate-tech. At BizDateUp, Chandan applies the same lens to preventive healthtech, fintech infrastructure, and AI-driven solutions. “The companies that are likely to create long-term value are those that can integrate preventive diagnostics, continuous monitoring, doctor consultations, insurance partnerships, digital health records, and personalised health insights into one seamless experience,” he says of healthtech. “But investors will look for businesses that can demonstrate clinical credibility, consistent user engagement, strong distribution, and clear health outcomes, not just strong consumer marketing.”
The broader opportunity Chandan sees is in the infrastructure layer behind India’s entire private capital markets. “One area that I believe is still significantly underestimated is the infrastructure layer behind private capital markets in India. A lot of conversations focus on funding itself, but very little attention goes towards the systems that make private investing more structured, transparent, and scalable.”
“The next major opportunity may not just come from building startups, but from building the infrastructure that helps startups and growth businesses raise capital more intelligently and at scale. The countries that build strong innovation ecosystems are usually the ones that also build strong capital ecosystems alongside them.”
This conviction shapes BizDateUp’s ₹10,000 crore AUM target by 2027. It measures an ecosystem matured, not just capital deployed.
