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Spectra Forensics, Investigation Specialist

Case study · Due Diligence

Clean Money, Long Route

A promoter's share capital and loans into his listed company came through a chain of small firms whose own money could not be explained.

  • Money laundering into promoter companies
  • Fund siphoning & round-tripping
  • Promoter & counterparty integrity
  • Financial statement manipulation
routed through layers
₹80–100 Crrouted through layers
entities mapped
30+entities mapped
facility and investment avoided
Declinedfacility and investment avoided
to decision
8 wksto decision

01The situation

The capital was clean on the balance sheet. Its route was not.

A promoter had infused substantial share capital and unsecured loans into his listed company to support expansion. A lender and an investor wanted comfort on the source of those funds.

How it came to us

A lender and a prospective investor wanted to understand where the promoter's recent infusions came from before committing.

02How it worked

  1. 01Funds entered the company as share application money and promoter-group loans.
  2. 02They came through a chain of small private companies and partnerships, several sharing directors, addresses and auditors.
  3. 03Those entities had little business but large inflows from unexplained sources.
  4. 04Some of the same entities had earlier received payments from the listed company as advances.
  5. 05The structure made the infusions look like fresh promoter capital.
How the scheme workedAnonymised
Listed companySmall entities(layer 1)Small entities(layer 2)Promoter'Fresh' capital& loansadvancesinfused back

Swipe sideways to see the whole diagram.

  • The organisation
  • Outside parties
  • Insiders involved
  • Where the money ended up
  • Repeats / feeds back

How it was hidden

Many small entities with nominee directors, frequent changes in directors, and transfers broken into layers.

03The challenge

Trace the infusions back through layers of entities using public and lawfully obtained information, and assess the regulatory and reputational exposure.

What made it hard

  • Dozens of entities
  • Reliance on public and lawful sources
  • Listed-company disclosure implications
  • Lender and investor timetables

Red flags that were there to see

  • Infusions through entities with no business
  • Shared directors, addresses and auditors
  • Earlier advances from the company to the same entities
  • Frequent director changes

04Our approach

  1. Workstream 01

    Corporate records analysis

    Directors, shareholders, charges and filings across the entity web.

  2. Workstream 02

    Funds-route mapping

    Lawfully available financial information on the layers.

  3. Workstream 03

    Regulatory and litigation screening

    Orders, proceedings and media on the group.

  4. Workstream 04

    Discreet market intelligence

    The promoter's reputation and business dealings.

The breakthrough

Mapping the entity web showed that several of the firms funding the promoter had earlier received money from the listed company itself, so part of the 'fresh' capital was the company's own money coming back.

05What we found & did

  • Infusions routed through dozens of entities with little business.
  • Part of the 'fresh' capital was the company's own money coming back.
  • Shared directors, addresses and auditors across the layers.

06The impact

The lender declined the proposed facility and the investor did not proceed, both avoiding exposure to a group with disclosure and regulatory risk.

routed through layers
₹80–100 Crrouted through layers
entities mapped
30+entities mapped
facility and investment avoided
Declinedfacility and investment avoided
to decision
8 wksto decision

07Lessons for your business

The controls that would have stopped this, or caught it sooner:

  • Ask where promoter infusions come from, not just whether they arrived.
  • Map entities that fund promoters for shared directors and addresses.
  • Check whether the company has paid those entities before.
  • Treat layered small entities as a red flag.

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