Altman Z″
Needs current assets and current liabilities.
FASCINATE · Textile · INE1Q2D01019
Analyst mean 0.00 · 0 analysts · 0% bullishThis company listed within the last twelve months, so its prospectus is still the primary source. The figures below were extracted from the DRHP and RHP before listing and scored then, and they are shown here as they stand in the IPO record rather than restated.
Each flag is a fact read in the filing, shown with the context that makes it meaningful.
Stated objects, as worded in the offer document. Deployment against them is tracked separately.
Claims made in the offer document, to be read against what the company has reported since.
Fascinate Textiles Limited was originally incorporated on February 09, 2017, as 'Fascinate Textiles Private Limited' in Kolkata, West Bengal. Its registered office is located at 3/A Kutul Sahi Road, Barasat, North 24 Parganas, West Bengal. The company specializes in the manufacturing of readymade garments, spanning both urban and semi-urban markets. It currently operates a manufacturing infrastructure facility and proposes to set up an additional manufacturing facility through the purchase of new sewing and other machinery. Since its incorporation, the company has not experienced any time or cost overruns in setting up projects. Its operations are delivered directly to retail and wholesale buyers across its target markets. As of the date of the Red Herring Prospectus, the company has 18 shareholders and is managed by Mr. Vishal Nahar as Managing Director.
Moat: Track record in manufacturing of readymade garments and wide distribution reach spanning both urban and semi-urban markets.
Short: Fascinate Textiles Limited is an Indian MSME specializing in the manufacturing of readymade garments across urban and semi-urban markets.
Source: p. 245
As presented in the offer document. Post-listing figures are in the statements above.
| Basis | Period | Related party revenue cr | Pat cr | Ebitda cr | Pat margin | Revenue cr | Pat margin derived |
|---|---|---|---|---|---|---|---|
| standalone | FY26 | 3.8145 | 15.097 | 24.145 | 12.89% | 117.0869 | yes |
| standalone | FY25 | 1.3409 | 5.8111 | 10.0113 | 9.65% | 60.2473 | yes |
| standalone | FY24 | 1.3105 | 0.4778 | 1.6849 | 1.65% | 28.8802 | yes |
Written before listing, answered from the document itself.
How are the Net Fresh Issue proceeds being utilized?
The net proceeds of the fresh issue are allocated towards funding incremental working capital requirements (Rs 25.15 Cr), capital expenditure for setting up an additional manufacturing facility (Rs 12.35 Cr), prepayment/repayment of certain secured and unsecured loans (Rs 2.68 Cr), and general corporate purposes.
p. 33, 34, 65, 66
Who are the promoters and what is their cost of acquisition?
The promoters are Mr. Vishal Nahar, Mr. Chirag Ahuja, Mr. Rishabh Nahar, Mr. Narinder Kumar Ahuja, and Vishal Nahar HUF. Following a 6:1 bonus issue in August 2025, their average costs of acquisition per share are Rs 4.08, Rs 5.55, Rs 2.05, Rs 1.43, and Rs 5.55, respectively.
p. 83
Are there material related party sales or loan balances?
Yes. The company routed Rs 3.81 Cr of sales in FY26 through promoter-controlled Arihant Fashion (with Rs 70.11 Lakhs outstanding receivable) and Rs 20.35 Cr through Karnika Industries Ltd. It also has outstanding borrowing balances of Rs 26.91 Lakhs from promoter Narinder Kumar Ahuja as of FY26.
p. 315, 316
Does operating cash flow align with reported profitability?
No. Reported PAT increased to Rs 15.10 Cr in FY26, but Cash Flow from Operations was deeply negative at Rs -10.87 Cr. This mismatch is driven by uncollected bills (trade receivables reached Rs 35.28 Cr) and a massive inventory buildup of Rs 48.13 Cr.
p. 35, 36, 165
What structural market parameters apply to this offer?
The offer consists of a Fresh Issue of up to 34,57,600 shares and an OFS of up to 8,36,000 shares on the NSE Emerge platform. Giriraj Stock Broking Private Limited acts as the market maker with up to 2,15,200 shares reserved. Minimum application lot size is 800 shares.
p. 3, 4, 37, 64, 89, 115, 263, 282, 352
What the issue priced at, on the figures in the document.
| Date | Name | Shares | Price per share | Category | Issue type | Source |
|---|---|---|---|---|---|---|
| 2017-02-09 | Subscribers to MoA (Vikash Jain, Neetu Nahar, Bandana Nahar, Kanta Jain, Oindrila Chowdhury) | 200000 | 10 | other | initial | p. 134, 135 |
| 2017-02-20 | Existing Shareholders | 200000 | 10 | other | rights | p. 134 |
| 2021-03-23 | Jishu Chowdhury, Neetu Nahar, Bandana Nahar | 550000 | 15 | other | preferential | p. 135 |
| 2021-11-25 | Anil Singh Nahar (Takeover of Business of M/s. RA Fashion) | 251278 | 24 | other | preferential | p. 136 |
| 2024-02-29 | Rishabh Nahar, Chirag Ahuja, Vishal Nahar (Takeover of Business of M/s. Raiment Lifestyle & S R Creation) | 204732 | 61 | promoter | preferential | p. 136 |
| 2025-07-04 | Rights Issue Allottees (Neha Modi, Ashish Purekha, Amish Shah, Samir Patra, Amish Shah HUF, Chitra Chandak, Abdur Rahaman, Diwakar Gaggar) | 65889 | 850 | other | rights | p. 74 |
| 2025-08-12 | Existing Shareholders (Bonus Issue 6:1) | other | bonus | p. 73, 144, 146 |
Ceo: Mr. Vishal Nahar
Direct Tax against Company: 1 case of Rs 0.0008 Cr (TDS demands u/s FY24-25 and Prior Years 17-18, 18-19). Promoters, Directors, Group Companies: Nil.
Auditor name: M/s Jain Sonu & Associates, Chartered Accountants
Skin in game: 78.64%
Auditor rpt flags: None disclosed
Auditor changed last 3y: Yes
Source: p. 3, 14, 35, 36, 99, 137
Numbered markers are corporate actions and, once the filings are read, capital and governance events. Prices are split-adjusted so the series is continuous.
What the numbers mean when read together — computed from the filings, not a score.
The business reported a profit, yet its operations drained cash rather than generating it. Profit that comes with negative operating cash is the single most important thing to understand here.
Why this reading: Flagged on a single year deliberately: negative operating cash alongside a reported profit is plain, material, and hard to explain benignly — exactly the kind of obvious signal that should never be smoothed over.
Operating cash flow ₹-11 cr against trailing net profit ₹15 cr. When operations consume cash while the P&L shows profit, ask whether receivables are ballooning, revenue is booked ahead of collection, or costs are being capitalised.
Borrowings rose 333% over 3 years, but only about 15% of the new debt shows up as productive assets — worth understanding what the rest funded.
Why this reading: Kept at caution rather than flagged: the disproportion is real but not extreme, and part of the borrowing may fund working capital or intangibles that this view doesn't capture.
New borrowing ₹20 cr against an asset build of ₹3 cr. Some gap is normal (working capital, dividends); a persistent or widening gap is where it becomes a concern.
Free cash flow is negative — the business consumes more than it generates once capex is paid. Fine if it is deliberate growth investment; a problem if it is structural.
Why this reading: Noted with caution — worth watching, but not yet conclusive on its own. Business has ups and downs; one soft reading is not a verdict.
Latest free cash flow ₹-11 cr, negative in 4 of 4 years. Check whether the burn funds expansion (dark stores, plants, ports) or merely sustains operations.
Every score below is calculated here from the reported numbers — none of it is asserted. Open the notebook at the foot of the section to see each formula with this company's figures in it.
Needs current assets and current liabilities.
Piotroski F-Score — fundamental momentum — Joseph Piotroski, University of Chicago, 2000, in a study of whether accounting signals could improve returns among cheap stocks.
Nine yes-or-no tests across profitability, leverage and operating efficiency. Each pass scores one. It asks a narrow question: is this business getting better or worse on its own terms, year over year?
How to read it7 or more suggests improving fundamentals; 3 or fewer suggests deterioration. It measures direction, not quality — a weak company improving can score higher than a strong one holding steady.
Where it failsA single year of comparison, so one unusual year distorts it. Says nothing about valuation, competitive position or management. Piotroski designed it to rank already-cheap stocks, not to judge a company in isolation.
Needs trade receivables, current assets, other expenses.
Accruals are 38.5% of assets. Free cash flow negative in 4 of 4 years.
DuPont decomposition — Devised inside the DuPont Corporation in the 1920s and still the standard way to read a return on equity.
Splits return on equity into its three sources, so the same headline number can be traced to very different businesses.
How to read itA 20% ROE built on margin and turnover is a different proposition from a 20% ROE built on 3× leverage. The first survives a downturn; the second amplifies it.
Where it failsA single year. Negative equity makes it meaningless. Leverage is structural for lenders, so the third term carries no signal there.
Revenue grew faster than the capital behind it, which is what operating leverage looks like: the existing asset base is working harder.
cumulative operating cash flow ÷ cumulative net profit
₹-19 cr ÷ ₹21 cr, over 4 years
-0.90×
Below 1.0 and persistent means profit is being recognised before the cash arrives.(net profit − operating cash flow) ÷ average total assets
(₹15 − ₹-11) cr ÷ average assets
38.5%
The share of profit that is accounting entries rather than cash. Above ~10% is where accruals start to dominate.net margin × asset turnover × leverage
12.9% × 1.25 × 3.00
48.4%
Splits ROE into whether returns come from operations or from borrowing.EBIT ÷ finance cost
₹23 cr ÷ ₹2 cr
11.50×
How many times operating profit covers the interest bill.borrowings ÷ net worth
₹26 cr ÷ ₹31 cr
0.84×
Read against the sector — infrastructure carries more than software.growth in fixed assets + CWIP, against growth in revenue
capital +100% vs revenue +427%, FY2023 to FY2026
-327pp gap
Money going in far faster than revenue coming out. For an incubator this is expected — the test is whether it eventually converts.Needs more balance-sheet detail (only 3 of 6 flags testable).
NOPAT over equity plus debt less cash, at a notional 25% tax. Incremental ROIC is the return on money put in since then — the number that decides whether growth creates value or consumes it.
Return on invested capital, and incremental ROIC — Standard in corporate finance; the incremental form was popularised by Michael Mauboussin as the test of whether growth creates value.
ROIC measures what the business earns on all the capital it employs — equity plus debt, less cash. Incremental ROIC asks a sharper question: what has it earned on the money put in since a chosen year?
How to read itROIC comfortably above the cost of capital — call it 11–13% in India — means growth compounds. Below it, growth consumes. Incremental below headline means recent investment is earning less than the legacy business.
Where it failsDistorted in the year of a large acquisition. Understated for companies mid-build, where capital is deployed but capacity has not yet been commissioned — an incubator will look poor until it does not.
Read downward. Cash can cover EBITDA and still not survive capex — the third rung is where a capital-hungry business shows itself.
The earnings quality ladder — Not a named model — the standard sequence an analyst walks when testing whether reported profit is real.
Three ratios read in order, each stricter than the last.
How to read itRead downward. Each rung failing where the one above passed tells you exactly where the cash is going.
Where it failsA single year of heavy capex depresses the third rung legitimately. Judge it across a cycle.
Against a policy rate near 6%, most sound Indian corporates borrow between 7% and 10%.
Cost of debt — Interest expense over average borrowings — the effective rate the company actually pays.
What the lenders charge, which is a market verdict on credit quality that no rating agency delay affects.
How to read itAgainst a policy rate near 6%, most sound Indian corporates borrow between 7% and 10%. Read the direction over years as much as the level.
Where it failsUnderstated where a large share of interest is capitalised into projects under construction. Not meaningful for lenders, where interest is cost of goods.
Models that need these lines are withheld rather than estimated: net worth, current assets, current liabilities, trade receivables, inventory, net block. Nothing on this page is back-solved from a figure the company did not publish.
Each framework below is a set of stated, mechanical criteria from published work, run against this company's own filed numbers. Passing or failing a screen is not a verdict — different frameworks disagree by design, and that disagreement is itself informative.
Benjamin Graham's stated criteria for a defensive stock, applied to the filed numbers. A company failing several is not disqualified — Graham designed these to be deliberately strict.
Two ratios only: what the business earns on its capital, and what you pay for those earnings. Designed to be ranked across a universe rather than read in isolation.
The fundamental half of William O'Neil's framework. The market and leadership components are judgement calls and are not scored here.
The characteristics long-term holders commonly look for: cash-backed earnings, high returns on capital, and debt that never forces a decision.
Bars are revenue; the line is net margin. Revenue rising while the line falls is the shape worth noticing.
Operating cash first, then what the business spent and raised.
One year is a snapshot. These are the two lines that matter across a cycle.
Rising debtor or inventory days against flat sales is the earliest visible sign of stress.
Set your own assumptions and watch the numbers move. A scenario calculator — the outputs are the arithmetic of your inputs.
One canonical set of figures — the same numbers used everywhere else on this page and on the screener.
Where cash gets stuck. A rising inventory or debtor line against flat sales is the earliest sign of trouble in the numbers.
| Measure | FY2023 | FY2024 | FY2025 | FY2026 |
|---|---|---|---|---|
| Debtor days
How long customers take to pay | 107 | 67 | 107 | 111 |
| Inventory days
How long stock sits before it sells | 100 | 241 | 157 | 239 |
| Payable days
How long the company takes to pay suppliers | 136 | 143 | 103 | 135 |
| Cash conversion cycle
Debtor + inventory − payable days | 70 | 165 | 161 | 214 |
| Working capital days | 10 | 27 | 57 | 97 |
| ROCE %
Return on capital employed | — | 12.0% | 43.0% | 55.0% |
The shape of the business over time (annual) — read the direction, not the single print.
| Line | FY2023 | FY2024 | FY2025 | FY2026 |
|---|---|---|---|---|
| Revenue from operations | 22 | 29 | 59 | 116 |
| Other income | 0 | 0 | 0 | 0 |
| Depreciation | 0 | 0 | 1 | 1 |
| Finance cost | 1 | 1 | 2 | 2 |
| Profit before tax | 0 | 1 | 8 | 21 |
| Net profit (owners) | 0 | 0 | 6 | 15 |
| EPS (₹) | 3.00 | 3.41 | 41.26 | 14.66 |
Exceptional items, total income and EBITDA are read from the filed statements.
| Item | FY2023 | FY2024 | FY2025 | FY2026 |
|---|---|---|---|---|
| Equity Capital | 1 | 1 | 1 | 10 |
| Reserves | 2 | 3 | 9 | 21 |
| Borrowings | 6 | 12 | 18 | 26 |
| Net block | 1 | 3 | 6 | 6 |
| CWIP | 2 | 3 | 0 | 0 |
| Investments | 0 | 0 | 0 | 0 |
| Total Assets | 16 | 25 | 42 | 93 |
| Line | FY2023 | FY2024 | FY2025 | FY2026 |
|---|---|---|---|---|
| Cash from operations | 0 | -4 | -4 | -11 |
| Cash from investing | -3 | -3 | 0 | 0 |
| Cash from financing | 3 | 6 | 4 | 11 |
| Free cash flow | -3 | -6 | -4 | -11 |
| Net change in cash | 0 | 0 | 0 | 0 |
Cash from operations is the number profit has to answer to. Free cash flow is what remains after the business pays for its own growth.
These are coverage counts, not ratings. Each one asks a fixed set of questions of the filings and reports how many the company answered. A company that discloses nothing counts nothing here — that is a statement about the disclosure, not about the business.
The same read, applied to the companies this one competes with.