A deadline is an excellent editor. It strips away the optional, shortens the conversation and makes a missing document considerably more interesting than it was yesterday. Dave Jangid has built much of his working life around this peculiar moment in business: when the accounts must be filed, the information is somewhere, and somebody has to bring the two together.
Jangid is the founder and CEO of Capsitech, whose work connects software development in Jodhpur with business needs in the UK. His other ventures include Debitam, the online accounting business he started in 2018, and Capium. He is also a founder of Acting Office, which puts the machinery of an accounting practice into a connected software platform.
That list has a pattern. Again and again, Jangid returns to the unglamorous business of getting work through a system. The interesting question in his career is how far that idea can travel: from a client's annual accounts to the organisation of an entire firm, and eventually into the education of the people who build its software.
A business named for the clock
Debitam began with a few accounting experts and an idea for serving small businesses online. It originally traded under the remarkably literal name Online Account Filing. As business names go, it left little room for misunderstanding. It also left little room for distinction: a description of the service could belong to almost anyone providing it.
In May 2022, a rebranding announcement under Jangid's name explained the switch to Debitam. The company said it had served more than 14,000 customers in nearly four years. It explained its new name through the Latin word for “due”, a neat piece of branding for a service whose customers were often trying to avoid becoming overdue.
The promise to existing customers was deliberately ordinary. Their accountant and account manager would remain, and the service would continue to work as before. The name could change without making the customer learn a new relationship. In a business concerned with deadlines, continuity has practical value. Nobody wants an exciting surprise halfway through filing the accounts.
There was a face-to-face side to this online business, too. Its event history includes the Business Show at ExCeL London in November 2021, where it was a title sponsor. The photographs show conversations at a blue exhibition stand, people sitting down to talk, and brochures being opened. The internet had made the service accessible; an exhibition supplied a place to ask questions.
The business also developed a sense of theatre. Its videos include an ancient tax-return “ritual” and a piece about tax-deadline nightmares. Jangid shared the ritual video with a historical tax anecdote and credited McGill Productions for making it. Accounting offered the material. Someone still had to recognise that it could be funny.
The second number in the growth announcement
At the end of 2022, Jangid announced that Debitam had doubled both sales and clients during the year. The companion figure was the revealing one: the team had grown by 25%. He thanked the technology team for automating routine tasks and linked that work to improved efficiency.
These were his reported figures. Taken on their own terms, they describe an operational ambition as much as a commercial result. More customers generally mean more work. The question is how much of that work requires another person to perform the same sequence again, and how much can be handled once through a better process.
Two kinds of growth
His following year-end message returned to the theme. He reported another 100% increase in sales, this time with virtually no net hiring, and singled out chief operating officer Mohit Baheti. Looking into 2024, he described an intention to use AI and automation to make accounting practices more efficient.
“We achieved an incredible 100% sales growth with virtually no net hiring.”
Dave Jangid, year-end update looking ahead to 2024
The credit matters. A founder's announcement can turn a company's results into a solitary performance. Jangid's messages put the technology team, the wider staff and the operating chief in the frame. The work he praises is specific: making repetitive tasks less repetitive and managing an operation that can absorb more demand.
For a customer, that ambition has a less statistical meaning. A growing accounting business still has to answer the question, find the document and finish the filing. Efficiency becomes useful when the extra volume stops being the customer's problem. A celebratory percentage is only the beginning of that argument.
One client, fewer versions of the truth
Acting Office extends the same concern to the accounting firm itself. Its proposition is a shared client record connecting work that can otherwise sit in separate systems: accounts, tax, bookkeeping, payroll, engagement, documents and billing. The attraction is easy to understand. A client may be one person in the real world and several slightly different people inside the software.
A changed address, for example, can become a small administrative expedition if several records need attention. This is an illustration of the problem connected systems aim to solve. Repetition is easy to overlook because each individual instance looks trivial. A practice encounters the accumulated version.
client record
In the run-up to Accountex London 2026, Acting Office CEO Kenny MacAulay identified Jangid and Baheti as the founders behind an idea that began in 2018. He tied its AI ambitions to the quality and connectedness of the underlying information. An assistant working from fragments still inherits the fragments.
That gives the venture a particular place in Jangid's story. Debitam organises an accounting service for the business owner. Acting Office addresses the organisation delivering that work. They approach the same transaction from opposite desks. Together, they suggest why knowledge of the actual job matters when deciding what the software should do.
MacAulay now holds the CEO role at Acting Office, while Jangid appears in its leadership team as a director. Capsitech's leadership includes Baheti in operations, Satya Jangid as managing director and Mukesh Jangid as chief technical officer. The recurring collaboration is a more useful way to understand these ventures than picturing a founder issuing instructions to an anonymous room of programmers.
Jodhpur enters the classroom
The education strand brings another group into the picture: students preparing to become technology professionals. Jangid chairs Capsitech Institute of Technology in Jodhpur. In his chairman's address, he emphasises learning through live projects and teaching by people working on international assignments.
It is a recognisable extension of the business approach. A student can learn how a program works and still need experience of how a client explains a problem. Practical projects introduce a different sort of question. Which detail matters? Who will use the result? What happens when the request is clear to the customer and baffling to everyone else?
The institute describes a programme of hands-on learning, industry mentorship and stipend-based internship experience. Its campus is in Boranada, Jodhpur, and its website is inviting applications for 2026-27. These are educational commitments rather than a retrospective tally of what every graduate has achieved. Their significance lies in the kind of experience the institute proposes to make part of learning.
For Jangid, the connection is concrete. Capsitech develops technical tools around business requirements; the institute aims to expose learners to work beyond the classroom. Read together, those activities make a case for keeping technical training close to the problems technology is meant to handle. The classroom acquires a customer, and the customer supplies some difficult homework.
There is also a geographical point. London appears in Jangid's professional life, including his University of London studies from 2006 to 2008. Jodhpur is central to Capsitech's development operations and the institute he chairs. His career connects these places through actual organisations, colleagues and students, rather than treating geography as a decorative line in a biography.
Some room for life outside the workflow
Beyond the business roles, Jangid's interests include literature, exploring cultures and sharing food with loved ones. They are small details, but welcome ones in a career otherwise populated by accounts, platforms and deadlines. Even a life spent making systems run more smoothly ought to leave time for a meal that nobody has tried to automate.
His entrepreneurial interests also reach into events. WB Asia Events names him as a founder and describes an ambition to combine event planning with technology. An accounting platform and a corporate gathering sound like distant cousins. Both, however, require people, information and timing to arrive in the right place.
That is the most consistent idea across Jangid's ventures. A small company needs its accounts completed. An accounting practice needs its information to agree with itself. A student needs to discover what technical knowledge looks like in use. Each involves a gap between having the ingredients and getting the work done.
Jangid's career keeps returning to that gap. The measurable results belong to individual businesses; the larger ambition is to make useful work easier to carry through. There is a certain appeal to entrepreneurship conducted at this level of detail. The deadline remains on the calendar. With luck, fewer people have to spend the evening looking for the same document.