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Meet Kunal Mutha: The Man Betting Big on Oat Milk in India’s ₹300 Crore Plant-Based Dairy Market

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Meet Kunal Mutha: The Man Betting Big on Oat Milk in India’s ₹300 Crore Plant-Based Dairy Market

In 2019, Kunal Mutha found himself at a crossroads. Having successfully built and exited a packaging business that catered to some of the biggest food and beverage brands in the country—Cadbury, Kellogg’s, and leading beverage companies—Kunal could have comfortably joined his family business after his first entrepreneurial exit. Instead, he chose a different path—one fueled by passion, purpose, and a deep insight into India’s changing consumer landscape.

Kunal’s previous packaging business, which was acquired by global packaging giant Huhtamaki in 2019, gave him an inside look at consumer goods industries. With this knowledge and a desire to build something transformative, he launched his second venture during the peak of the Covid-19 pandemic—this time in the plant-based food and beverage space with “Only Earth”.

How Kunal Mutha Is Leading the Plant-Based Revolution in India with Oat Milk

The idea stemmed from a personal shift. Though not lactose-intolerant himself, Kunal switched to a plant-based diet for moral reasons and quickly realized a significant gap in the market. “Once I switched, I found that there were hardly any compelling options for someone trying to live a plant-based lifestyle without feeling compromised,” Kunal shares. This insight laid the foundation for his new company, Only Eart. which aimed to be a bridge for people transitioning to plant-based diets or seeking healthier, more sustainable options.

In 2020, Kunal’s company Only Earth became the first in India to launch oat milk—a segment that was gaining traction globally but remained untapped in the Indian market. The response was phenomenal. Today, Kunal’s brand commands the largest market share for oat milk in India, with a strong presence across quick commerce platforms, modern trade, and general trade, spanning over 1,000 stores in 18 cities.

While plant-based milk in India is still a nascent market—estimated at around ₹300 crore—the category is rapidly evolving. Globally, almond milk dominates plant-based dairy, but Kunal is betting big on oat milk. “Oat is the fastest-growing category worldwide, and we’re confident it will overtake almond in India as well,” he explains. Recognizing the diversity in consumer preferences, his company has also expanded into almond milk, coconut milk, and soon, soy milk.

Disrupting the Dairy Market with Oat Milk

The challenge, however, lies in scaling the business in a highly price-sensitive market. Plant-based milk is often perceived as a premium product, which can limit adoption. Kunal is tackling this by expanding retail presence and creating new product formats that cater to everyday consumption, such as plant-based milkshakes and yogurt. The goal is to normalize plant-based consumption without customers feeling the pinch of premium pricing.

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But the ambition doesn’t stop there. While the primary focus remains on capturing the Indian market, the brand has already begun exporting to international markets, including the Middle East and as far as Barbados. “Exports are a bonus for us. Our primary focus is still India because it’s a clean slate. This ₹300 crore category is projected to hit ₹1,000 crore soon, and we want to lead that growth,” says Kunal.

To scale operations and drive the next phase of growth, Kunal has also onboarded a seasoned CEO from Tata Consumer Products, ensuring that the company’s vision aligns with execution excellence. The company is now preparing for rapid offline expansion while simultaneously solidifying its dominance in quick commerce and e-commerce channels.

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As Kunal envisions it, his company isn’t just about selling oat milk—it’s about transforming how India consumes dairy alternatives. And with strong tailwinds in favor of health, sustainability, and conscious consumption, his second entrepreneurial venture might just end up redefining India’s plant-based market.

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Backed by Unilever Ventures: indē wild Secures $5 Million Funding, Reports Explosive 400% Revenue Growth — Set to Enter US Market via Sephora

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Backed by Unilever Ventures: indē wild Secures $5 Million Funding, Reports Explosive 400% Revenue Growth — Set to Enter US Market via Sephora

indē wild, a beauty brand founded by Diipa Büller-Khosla, has raised $5 million in a funding round led by Unilever Ventures, with continued support from its existing investors, SoGal Ventures and True, the company announced.

The new funding will fuel indē wild’s plans to strengthen its global footprint, particularly by deepening its existing partnership with Sephora in the UK and preparing for a highly anticipated launch with the beauty retailer in the US, the company shared.

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“Our community has always been at the heart of indē wild. The most influential brands today are built by listening, adapting, and co-creating with their audience. As we continue to evolve and grow globally, I’m incredibly excited to scale indē wild and redefine what it means to connect with our consumers in a meaningful way,” said Diipa Büller-Khosla, Founder of indē wild.

The brand has experienced remarkable growth since its launch, reportedly selling over one unit every minute within just 18 months of its exclusive debut on Nykaa in India and through its direct-to-consumer (D2C) platforms in the US and UK. The company also reported a 400% increase in revenue during this period.

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Expressing confidence in the partnership with Unilever Ventures, Oleg Büller-Khosla, CEO of indē wild, emphasized the impact of their involvement. “Unilever Ventures brings unparalleled expertise in the beauty sector. Their deep understanding of consumer needs, combined with their forward-thinking approach to clean beauty and scaling brands, will enable us to accelerate our growth in a rapidly changing market,” he said.

As part of this transition, Archit Vijoy, who served as the exclusive financial advisor for this funding round, has now officially joined indē wild as Finance Director, the company added.

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Swish Raises $14 Million in Series A to Scale Its 10-Minute Food Delivery Model Across Bengaluru

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Swish Raises $14 Million in Series A to Scale Its 10-Minute Food Delivery Model Across Bengaluru

Bengaluru, India: Rapid food delivery startup Swish has raised $14 million in a Series A funding round led by Hara Global and Accel, with participation from prominent investors like Kunal Shah (founder, CRED), Gaurav Munjal (founder, Unacademy), and Sumer Juneja (SoftBank).

This fresh funding boost comes less than six months after Swish secured $2 million in a seed round from Accel in November 2024. With a total capital raise of $16 million in under half a year, the Bengaluru-based company is now aggressively expanding its 10-minute food delivery service, aiming to cover new micro-markets across the city.

“We didn’t just set out to make food delivery faster — we wanted to reimagine it entirely,” said Aniket Shah, co-founder and CEO of Swish. “The insight was clear: if you can deliver restaurant-quality food in under 10 minutes without compromising on taste or freshness, you unlock a completely new level of customer delight. The results from our early markets have blown past our expectations, and we’re now scaling this model rapidly.”

Reinventing Food Delivery — One Micro-Market at a Time

Swish operates on a hyper-local cloud kitchen model designed specifically for 10-minute food delivery. Instead of tying up with restaurants like traditional delivery platforms, Swish owns and operates its own kitchens, allowing them to control everything — from food preparation to packaging and delivery. This closed-loop system significantly reduces preparation and transit times, enabling them to consistently deliver fresh meals in under 10 minutes.

The startup initially began by focusing on snacks and quick bites, but has since expanded its menu to include full meals, beverages, breakfast, lunch, and dinner options. Customers can now order anything from butter chicken and biryani to cold coffee and samosas, and have it at their doorstep in minutes.

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This model has not only resulted in faster delivery times but has also helped Swish achieve better unit economics. Since the company controls its supply chain, operational costs are kept low, and order volumes per kitchen are significantly higher than traditional food delivery platforms.

The Business Model That Could Change Food Delivery in India

What sets Swish apart is its aggressive focus on micro-markets. Instead of setting up large centralized kitchens that cater to entire cities, Swish plants smaller cloud kitchens in dense residential or commercial clusters, allowing them to keep delivery radii under 2 kilometers. This is what makes the 10-minute delivery window possible.

According to industry insiders, this model could potentially unlock much higher profitability than traditional delivery platforms like Swiggy, Zomato, or Instamart, where delivery times often stretch beyond 30-40 minutes. By controlling its entire supply chain and drastically reducing delivery times, Swish is now positioning itself as a category-defining player in India’s $65 billion food delivery market.

“It’s not just about speed,” said Shah. “It’s about giving people restaurant-quality food without making them wait. Once you get them hooked to 10-minute deliveries, there’s no going back.”

Investors Are Betting Big on Speed

The aggressive funding momentum is a clear sign that investors believe in Swish’s model. With Accel leading both the seed and Series A rounds, and prominent names like Kunal Shah and Gaurav Munjal backing the company, Swish is quickly becoming one of the most-watched food delivery startups in India.

According to sources familiar with the matter, Swish is already seeing repeat order rates exceeding 60% in its initial micro-markets, with average delivery times dropping to 8.5 minutes — well below the industry average.

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“This is not just another food delivery company,” said a senior partner at Accel. “Swish is pioneering a delivery model that fundamentally changes how urban India eats. The economics of speed and scale are playing out very favorably in their case.”

With this new funding, Swish plans to expand its micro-kitchen network across Bengaluru before entering new cities like Hyderabad, Pune, and Delhi NCR later this year. If the company continues to hit its delivery time benchmarks and maintain solid unit economics, it may very well emerge as India’s first true 10-minute food delivery giant.

“Speed is addictive,” Shah said. “The moment you get a fresh, hot meal in 8 minutes, you stop accepting anything else. That’s the future we’re building.”

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The $12 Billion Opportunity: How Pinch Is Tapping Into India’s Growing Demand for Professional Home Management Services

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The $12 Billion Opportunity: How Pinch Is Tapping Into India’s Growing Demand for Professional Home Management Services

In the midst of the pandemic, when the world was grappling with new challenges, Nitin Srivastava and his wife Kushbu found themselves caught in a common modern-day struggle — managing daily household tasks amid back-to-back Zoom calls. With no domestic help available during lockdown, they often faced the same question every afternoon: What’s for lunch? This recurring pain point sparked the idea for Pinch, a business that has since evolved into a full-scale home concierge service designed to simplify life for urban families.

Initially conceived as a meal-kit delivery service, Pinch aimed to solve a pressing problem — providing easy-to-make, home-cooked meals for working couples. However, when Nitin’s co-founder and investor, Kiran, posed a simple but profound question — Can you do this for the next 20 years of your life? — it forced Nitin to think deeper about the business’s potential. Four weeks later, he had a clear answer: I want to help people live a better life. This moment of realization led to Pinch’s pivot from meal kits to a comprehensive home concierge service.

Building a Home Concierge Service in India

Pinch is built around a simple yet powerful idea — allowing families to outsource the stress of managing their homes. From grocery shopping and housekeeping to home repairs and personal errands, Pinch handles everything that traditionally eats up time and mental space for busy families. The core value proposition is simple: free up your time so you can spend it meaningfully.

The concept of a home concierge service is still nascent in India, largely because culturally, asking for help is often perceived as a sign of incompetence. “We realized that 70-80% of our market was people who wanted help but hesitated to ask for it because it felt like admitting failure,” says Nitin. Pinch aims to change that perception by institutionalizing home management — much like how urban Indians have now normalized food delivery or home cleaning services.

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What sets Pinch apart is its deeply personalized approach. “A home is a very intimate space. You can’t offer a standard service,” Nitin emphasizes. Pinch doesn’t just clean homes or do groceries — they curate experiences tailored to the needs and preferences of each household. From stocking the refrigerator with the family’s preferred brands to managing home repairs without the homeowner’s involvement, Pinch operates like a highly-efficient invisible hand that keeps homes running seamlessly.

Solving the Real Estate Transformation Problem

Interestingly, Nitin’s ability to solve large-scale operational challenges came from his previous role in a startup called Chaos. Tasked with driving real estate transformation, Nitin learned the art of managing complex, multi-stakeholder projects — an experience that has now become instrumental in scaling Pinch. Managing homes at scale requires a similar level of logistical precision, from coordinating with service providers to ensuring consistent quality across multiple locations.

Pinch currently operates in Delhi NCR and Mumbai with a remote model that services customers in other cities. While the market is still small, the demand is undeniable. Families increasingly value time over chores, and Pinch is positioning itself as the ultimate enabler of hassle-free living.

The business model is also designed for scalability. Rather than merely offering standalone services, Pinch is moving toward becoming a full-stack home management solution. The company aims to integrate everything — from grocery restocking to vendor management — into a single, seamless experience, allowing families to enjoy their homes without worrying about its upkeep.

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Nitin acknowledges the challenges ahead. “The day people tell me managing a home is easy, we’ll have no business left,” he jokes. But until then, Pinch is betting on one simple truth — everyone deserves to spend more meaningful time with their families, and less time managing their homes.

And as more urban families come around to the idea of home concierge services, Pinch is quietly building the infrastructure that could make it a household name.

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How Abhinav Sinhal Scaled ClassicGold Toothbrushes into a Multi-Crore Indian Dental Care Powerhouse

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How Abhinav Sinhal Scaled ClassicGold Toothbrushes into a Multi-Crore Indian Dental Care Powerhouse

In the fiercely competitive world of FMCG, where global giants like Colgate and Oral-B reign supreme, an Indian homegrown brand has not only survived but thrived—ClassicGold Toothbrushes. Founded in 1987 by Abhinav Sinhal’s father, the company emerged from humble beginnings, driven by necessity, ingenuity, and an unwavering commitment to quality.

Humble Beginnings: From Dairy to Dental Care

The journey of ClassicGold Toothbrushes traces back to the 1970s when Abhinav Sinhal’s father and uncles migrated from Siliguri, West Bengal, in search of business opportunities. Their first venture? A centrifugal milk separator, used to extract cream from milk—a product they initially traded before venturing into manufacturing.

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For years, the business struggled to find its footing. Then, in 1981, an unexpected export order changed their fortunes, setting the stage for rapid expansion. By the mid-1980s, the family was looking beyond dairy and into consumer goods—leading to the birth of ClassicGold Toothbrushes in 1987.

The inspiration? Personal experience. Sinhal’s father, a habitual pan masala and betel leaf consumer, found locally made toothbrushes ineffective. Instead, he preferred imported brushes, particularly from Jordan. This realization sparked an idea: why not manufacture high-quality, Indian-made toothbrushes that could rival international brands?

The Advertisement That Changed Everything

Despite producing premium toothbrushes, ClassicGold struggled in its early years. In 1991, Sinhal’s father turned to Sanjeev Lamba, a marketing genius from Ogilvy, known for creating iconic ads like Fevicol’s “Zor Lagake Haisha.” Lamba asked a simple but powerful question: What makes ClassicGold Toothbrushes unique?

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The answer? Color. At a time when most toothbrushes were plain white, ClassicGold offered vibrant options in red, yellow, blue, and green—a simple but striking differentiation.

This insight led to the now-legendary advertisement featuring the catchy jingle: “Laal, Peela, Neela, Hara.” The ad struck a chord with Indian consumers, making ClassicGold a household name overnight. In some regions, the brand even outsold Colgate—a feat few Indian brands could boast.

Scaling New Heights: Diversification & Challenges

Between 1990 and 2000, ClassicGold Toothbrushes became a dominant player in India’s oral care market. The company expanded its product line to include shaving brushes, hairbrushes, sanitary napkins, socks, and nail clippers, all manufactured in-house.

By the early 2000s, ClassicGold was competing head-to-head with Colgate, Oral-B, and Sensodyne. However, internal family disputes led to a split in 2007, dividing the product lines among the brothers. Abhinav Sinhal took the reins of ClassicGold Toothbrushes, steering the company toward innovation and strategic growth.

A Legacy of Resilience and Innovation

Today, ClassicGold Toothbrushes stands as a testament to Indian entrepreneurship. Despite competition from multinational giants, it has retained its foothold in the market, proving that an Indian brand can stand tall against global players.

As Abhinav Sinhal continues to drive the company forward, one thing remains constant: the belief that an Indian brand, built on quality and innovation, can take on the world.

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Inside Fit & Flex: How Pathik Patel Built India’s Largest Cereal Plant & Cracked a ₹6,000 Crore Market

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Inside Fit & Flex: How Pathik Patel Built India’s Largest Cereal Plant & Cracked a ₹6,000 Crore Market

Fit & Flex is redefining the breakfast and snacking category in India with its innovative product line and state-of-the-art manufacturing. Founded in 2018-19 by Pathik Patel, the brand operates India’s largest cereal-making plant in Ahmedabad, producing high-quality granolas, mueslis, and protein-rich snacks.

Cutting-Edge Technology & Manufacturing Excellence

What sets Fit & Flex apart is its advanced, patented baking technology, sourced from Baker Perkins, a renowned UK-based company with over 150 years of expertise. This proprietary oven, stretching 21 meters, bakes products at 360 degrees, ensuring a low-moisture, high-crunch finish—critical for maintaining taste and freshness. With a capacity of 400 metric tons per month, the fully automated, human-touch-free production facility is BRC A-grade certified, US FDA-approved, and ISO 22000-compliant, meeting the highest global safety and quality standards.

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Overcoming Challenges & Expanding Reach

Launching in late 2019, Fit & Flex faced immediate hurdles due to the COVID-19 pandemic, which delayed its nationwide rollout. Despite the setbacks, the brand strategically expanded its distribution to 22 cities and 14,000 outlets by mid-2022. Today, Fit & Flex products are available in over 6,000 retail stores across metro cities and leading modern trade chains such as D-Mart, Reliance Smart, and e-commerce platforms. Internationally, the brand has a strong presence in Dubai, with over 1,500 retail points and exports to 14 other countries.

A Growing Market & Changing Consumer Preferences

While India’s breakfast culture has traditionally favored hot meals like parathas and dosas, urban lifestyles and health consciousness are driving demand for convenient, nutritious alternatives. The Indian breakfast cereal market, valued at ₹2,200 crore in 2019, has now surpassed ₹6,000 crore, fueled by increasing awareness about healthy eating. A significant trend is the shift from sugary cornflakes to fiber-rich oats, mueslis, and granolas.

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Diversified Product Portfolio

Fit & Flex has built a robust portfolio with over 35 SKUs, categorized into:

  • Breakfast Cereals: Mueslis, granolas, and oats.
  • Snacking Options: Protein puffs, oat-based multigrain mixtures, and mini bites.

Beyond its own brand, Fit & Flex also engages in private label manufacturing for industry giants such as Carrefour (Middle East), Lulu, Tata Soulfulls, and Alpino. Negotiations with global players like Kellogg’s and Yoga Bar indicate a strong growth trajectory.

With a commitment to quality, innovation, and health-conscious offerings, Fit & Flex is not just competing in the market—it’s shaping the future of breakfast and snacking in India.

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Tibb’s Frankie: How Jasmit Tibb’s Genius Turned a Shawarma Encounter into a Multi-Crore Indian Street Food Phenomenon

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Tibb’s Frankie: How Jasmit Tibb’s Genius Turned a Shawarma Encounter into a Multi-Crore Indian Street Food Phenomenon

In 1969, when Jasmit Tibb’s father was returning from the UK after a failed electronics venture, he made an unexpected stop in Beirut. That layover turned out to be life-changing—not just for him, but for India’s street food culture. It was there that he first encountered the shawarma, a Middle Eastern delicacy that sparked an idea. Inspired, he decided to bring a similar concept to India but with a twist, and thus, Tibb’s Frankie was born.

Back home, he started experimenting in the family kitchen, focusing on freshly prepared parathas and spiced lamb, a combination rooted in Punjabi flavors. What started as a small roadside stall soon became a pioneering success in street food innovation. Initially, the family tried selling pre-packaged rolls, but it didn’t quite click. The breakthrough came when they decided to prepare them fresh on hot plates—a move that turned Tibb’s Frankie into an instant hit.

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The Birth of the “Frankie” Name

The name “Frankie” has its own interesting backstory. In 1969 or 1970, during a West Indies vs. India cricket match, legendary cricketer Frank Worrell hit a stunning shot. A fan in the crowd exclaimed, “What a shot, Frankie!” and Jasmit’s father, who overheard the moment, decided on the spot: Frankie would be the name of their new food creation.

From a single stall, the demand exploded. By the 1970s and ’80s, Bombay’s elite—Parsi businessmen, Bollywood stars, and well-dressed socialites—could be seen lining up at their kiosk. What was once an experiment had now become a must-have meal for the city.

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Adapting to Changing Tastes

Even after 54 years, Tibb’s Frankie remains a household name, evolving with changing food trends. “We’ve always been healthy,” says Jasmit Tibb. “Think about an Indian meal—it has carbs, protein, fat, and flavor. That’s exactly what Frankie has.”

As a trained chef from IHM Mumbai, Jasmit himself has led innovation at Tibb’s Frankie since 1994. The brand has consistently evolved, introducing new flavors to match changing palates. More recently, Tibb’s Frankie has embraced the growing focus on nutrition without compromising on taste. With the rise of protein-rich diets, the brand developed a “protein roti,” a nutrient-dense alternative designed to cater to health-conscious consumers. This innovation even earned them recognition in the U.S., where they were invited to study the future of protein-based foods in the industry.

Over the years, Tibb’s Frankie has evolved to keep up with changing consumer preferences while maintaining its core values of freshness and quality. Unlike many fast-food brands, Tibb’s Frankie has always focused on freshly prepared ingredients. 

The business prides itself on using high-quality meats, handcrafted spice blends, and a signature roti that holds everything together. The brand has also expanded its range, adapting to India’s shifting palate by introducing a variety of fillings, from classic mutton and chicken to innovative vegetarian options. Now, taking the brand forward with Mr. Jasmit Tibb are Mr. Harpreet Tibb and Mr. Vikas Khemani, who are focused on expanding its reach and strengthening its market presence.

From an idea sparked in Beirut to a legendary street food empire in India, Tibb’s Frankie isn’t just a snack—it’s a cultural phenomenon. And with continuous innovation, its future looks just as flavorful as its past.

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How Sumit Jasoria’s Newme Plans to Hit ₹5,000 Crore by 2030—100 Stores, Zero Wastage, and an IPO on the Horizon

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How Sumit Jasoria’s Newme Plans to Hit ₹5,000 Crore by 2030—100 Stores, Zero Wastage, and an IPO on the Horizon

Newme, a fast-fashion brand founded by Sumit Jasoria, is rewriting the rules of trend-driven retail with its razor-sharp focus on Gen Z, ultra-fast inventory turnover, and a data-fueled approach to design. By 2030, the company aims to hit ₹5,000 crore in revenue, scaling aggressively both online and offline. Speaking to IndiaRetailing, Jasoria shared that the brand is planning to open 100 stores across India while also gearing up for an initial public offering (IPO).

A Data-Driven Fashion Machine

What sets Newme apart is its tech-heavy, data-first strategy. The company operates with zero pre-managed inventory, relying entirely on real-time consumer insights to dictate production. Every Friday at exactly 5 PM, Newme drops fresh collections, a process made possible by a proprietary supply chain model that turns design concepts into finished products within a week.

“We’re running on a system powered by generative AI, where there’s no minimum order quantity (MOQ) from day one,” Jasoria explained. “This lets us move at a pace that few brands can keep up with while keeping wastage in the single digits—among the lowest in the industry.”

This hyper-efficient model has led to explosive growth. In its first year, Newme expanded sevenfold, followed by a 3X jump in the second year. The company is on track for another 3X leap this year, with projected revenue of ₹220-240 crore by FY25 and ₹700-800 crore by FY26.

100 Stores, No Two Alike

Newme isn’t just betting on online dominance—it’s taking a fresh approach to physical retail, too. Currently operating around 13-14 stores, the brand plans to scale up to 100 locations by 2030. But unlike traditional retailers with static inventory, Newme’s stores refresh their collections every single week.

“No two locations are identical,” Jasoria said. “Even in Delhi, our three stores have completely different assortments tailored to local customer preferences. Every time someone walks in, they see something new—that’s what keeps them coming back.”

IPO on the Horizon

Beyond hitting its revenue targets, Newme has bigger ambitions. Jasoria confirmed that the company is actively working toward an IPO before the decade ends, aiming to position itself as a global fashion powerhouse rooted in India’s evolving retail landscape.

“Our model eliminates designer bias—we don’t rely on intuition, but on actual customer data to make design decisions,” he said. “That’s something we know we can scale beyond India.” The company plans to replicate its playbook internationally, blending digital sales with brick-and-mortar expansion in key global markets.

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Designed by Customers, for Customers

At its core, Newme caters to Gen Z shoppers who crave constant novelty, affordability, and personalisation. The company’s weekly design cycles aren’t based on trends pulled from thin air—they’re dictated by millions of data points from app activity, wishlists, shares, and purchase behavior.

“We track everything—what people browse, what they share, how often they come back to the app. All of it directly informs our design pipeline,” Jasoria explained. “That’s how we achieve a 90% accuracy rate in predicting demand, which keeps wastage low and sell-through high.”

Newme is already operating at breakneck speed, with a design-to-shelf cycle of just 7-8 days. But Jasoria has his sights set on pushing it even further—to just five days. The next evolution? Letting customers co-create collections.

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“We want to open up the design process itself. Our most engaged users—our power customers—will soon be able to submit their own designs. If their ideas make the cut, they’ll see them come to life in our collections,” he said. “That’s going to drive even stronger engagement and loyalty, which are already among the best in the industry.”

With its data-powered engine, aggressive expansion strategy, and an eye on the stock market, Newme isn’t just keeping up with fast fashion—it’s setting the pace.

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NapTapGo Secures $500,000 to Bring Capsule Hotels to India’s Budget Travel Market

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NapTapGo Secures $500,000 to Bring Capsule Hotels to India’s Budget Travel Market

Pod hotel startup NapTapGo has raised $500,000 in pre-seed funding, with venture studio T9L Qube leading the round. The company aims to revolutionize India’s budget hospitality scene by introducing Japan-inspired capsule hotels in high-traffic areas like IT hubs, city centers, and religious destinations.

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Betting Big on India’s $20 Billion Budget Hotel Market

With India’s budget hotel industry valued at $20 billion and growing at 13-15% annually, NapTapGo sees an opportunity to cater to travelers looking for affordable yet high-quality accommodations. Unlike traditional budget hotels, which often struggle with space and hygiene issues, NapTapGo’s compact, tech-driven pod hotels promise a clean, comfortable, and secure stay.

Co-founders Nitin Malhotra and Himanshu Shukla say their target audience includes solo travelers, working professionals, and frequent flyers aged 25 to 60 who need short-term, convenient lodging without paying for unnecessary frills.

Why T9L Qube is Backing NapTapGo

Investors see NapTapGo as a game changer in India’s hospitality sector. T9L Qube’s co-founders, Fahad Moti Khan and Gaurav Gaggar, highlighted how pod hotels fit the evolving demands of modern travelers.

“We see pod hotels as an innovative solution in budget travel. Whether it’s a business traveler needing a few hours of rest or a pilgrim visiting a religious site, these capsules provide a hygienic, affordable, and high-quality alternative to conventional hotels,” they stated.

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The Rise of Capsule Hotels in India

While capsule hotels have been a hit in Japan for years, India is only beginning to embrace the trend. NapTapGo wants to lead this shift by offering a standardized, space-efficient lodging experience that guarantees cleanliness and comfort.

Even billionaire industrialist Anand Mahindra took notice, calling the concept “pretty cool” on social media.

With fresh capital, NapTapGo plans to scale rapidly and introduce more pod hotels across India. The company is betting that its minimalist yet premium model will appeal to cost-conscious travelers tired of the inconsistency in budget stays.

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Nestlé’s Nespresso Enters India: CEO Philipp Navratil Plans Big with More Stores, Higher Coffee Sourcing, and a Premium Brew Experience

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Nestlé’s Nespresso Enters India: CEO Philipp Navratil Plans Big with More Stores, Higher Coffee Sourcing, and a Premium Brew Experience

Nespresso, the premium coffee brand under Swiss multinational Nestlé SA, has officially entered the Indian market with its first boutique store, launched on Thursday. The company sees India as a key market, both for its growing coffee culture and as a vital source of high-quality coffee beans.

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India’s Coffee Boom: A Big Opportunity for Nespresso

Philipp Navratil, Nespresso’s CEO, is bullish on India’s potential, stating that the country presents a “massive opportunity” for premium coffee. With coffee consumption and café culture on the rise, Nespresso plans to expand its presence with more boutique stores, where customers can experience its signature coffee blends and high-end machines firsthand.

“So we are here for the long term, we are now open, and we will stay here forever. India is a coffee shop country, and we live in India,” Navratil told PTI.

The company has partnered with Thakral Innovations as its official distributor in India, ensuring that Nespresso’s full range of coffee products reaches both retail consumers and business clients.

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Expanding Sourcing from India

Nespresso has been sourcing premium green coffee from India since 2011, working directly with around 2,000 farmers in Karnataka. Currently, Indian coffee is used in nearly 20% of Nespresso’s global blends. However, Navratil confirmed that this number is set to increase as the brand deepens its commitment to Indian coffee growers.

“We had an Indian single-origin, master-origin capsule that we would sell everywhere, but not in India. Bringing that back to India now is closing the circle—from farm to cup—now also for Indian consumers,” Navratil said.

With growing global demand for Indian coffee, Nespresso is looking to expand its sourcing operations, ensuring greater support for farmers while strengthening its supply chain.

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