Gucci’s Top Boss in India & South Asia, Nader Wassel, Resigns—What’s Next for the Luxury Giant?
Nader Wassel, a key figure in Gucci’s leadership, has stepped down from his role as General Manager for India and Managing Director for South Asia & Pacific – Watches, Jewellery, and High-End. Reports indicate that Wassel exited the luxury brand earlier this month, marking the end of his nearly decade-long tenure at Gucci.
His departure comes at a time when Gucci’s parent company, Kering, is navigating a challenging period, with declining sales prompting major restructuring efforts across the group. Kering, which owns Gucci, Balenciaga, Saint Laurent, and Bottega Veneta, has been implementing strategic shifts to regain momentum in the competitive luxury market.
Wassel’s journey in the luxury and retail space has been extensive. He started his career at Eye Management, working as an agent and producer, before moving on to Hagmeyer as a sales manager. His expertise in brand growth and market expansion saw him take up the role of National Sales Manager at Designa Accessories, where he played a crucial role in driving sales. He later joined TW Steel as Managing Director, further solidifying his reputation in the industry.
His association with Gucci began in 2014, when he was appointed Managing Director – Watches and Jewellery for Australia and New Zealand. Over the years, he rose through the ranks, eventually taking charge of the South Asia & Pacific region for Gucci’s high-end watches and jewellery segment.
Gucci and Kering at a Crossroads
Wassel’s exit aligns with Kering’s broader restructuring efforts, as the company grapples with slowing demand for luxury goods, particularly in key markets like China and the U.S. Gucci, which has historically been a key revenue driver for Kering, has seen a drop in sales, prompting leadership changes and strategic realignments.
With Wassel’s departure, Gucci now faces the challenge of finding a successor who can navigate the brand’s South Asia and Pacific business amid a shifting luxury landscape. As the industry watches closely, Kering’s next moves will be crucial in shaping the future of its flagship brand.
Highlander & Tokyo Talkies Hit 25 Stores—Brand Studio Lifestyle’s Offline Expansion is Just Getting Started
Bengaluru-based Brand Studio Lifestyle is making big strides in offline retail with its popular D2C fashion brands, Highlander and Tokyo Talkies. The company has now hit a major milestone, opening its 25th store at Lulu Mall, Lucknow.
This expansion comes just months after the brands first entered the offline space in August 2024, when they made an aggressive retail push by launching 13 stores in a single month.
“We are excited to open our 25th store for Highlander and Tokyo Talkies in Lucknow. This marks a significant step in our retail journey, which began just a few months ago,” said Shyam S Prasad, CEO of Brand Studio Lifestyle, in a LinkedIn post showcasing the new store.
Known for its fast-fashion approach, Highlander rolls out over 300 new menswear styles every week, offering everything from shirts and jeans to cargos. Tokyo Talkies, on the other hand, caters to Gen Z women with a massive 600 new styles every month.
Brand Studio Lifestyle has a well-structured retail strategy, combining standalone brand stores with larger Highlander X Tokyo Talkies outlets. Individual stores typically range between 2,000 and 3,000 sq. ft., while combined outlets cover 4,000 to 5,000 sq. ft., located in major malls and high-street locations.
Founded in 2015, Brand Studio Lifestyle owns six fashion brands—Highlander, Tokyo Talkies, Vishudh, Ketch, Locomotive, and Hoop. In 2021, the company launched Getketch.com, its dedicated D2C website and app, which has already served over 3 million customers.
With a distribution network spanning 20,000+ pin codes and 1.5 to 2 million shipments per month, Brand Studio Lifestyle is quickly cementing itself as a dominant force in India’s fashion retail scene.
Amit Doshi Unveils Britannia & Warner Bros.’ First-Ever Harry Potter F&B Collab in India—Here’s What Makes It Magical
Amit Doshi, CMO at Britannia Industries, took to LinkedIn to share an exciting announcement—the launch of India’s first-ever Harry Potter-themed F&B collaboration between Britannia Industries Limited and Warner Bros. Discovery. This partnership is bringing a magical twist to Britannia’s Pure Magic Choco Frames, making it a dream come true for Harry Potter fans across the country.
For a campaign inspired by the wizarding world, it only made sense to look toward The Daily Prophet—the iconic newspaper of the Harry Potter universe. With the help of Xtendr, Mindshare, and Britannia’s own marketing team, the company crafted an immersive print-led experience that truly feels like magic. Hindustan Times and The Hindu played host to this innovative execution, giving readers a spellbinding surprise.
At the heart of the campaign is a pioneering personalization effort. Readers can scan a special code in the newspaper to create their own custom Hogwarts House Choco Frame, turning an everyday moment into a magical experience. The campaign seamlessly moves from print to AR, WhatsApp, and social media, ensuring fans get to engage with the world of Harry Potter and Britannia Pure Magic across multiple platforms.
For those eager to get their hands on these limited-edition Pure Magic Choco Frames, they are exclusively available on Blinkit and Reliance Retail stores for a short time. This collaboration is not just about merging a beloved brand with an iconic franchise—it’s about blending nostalgia, innovation, and consumer engagement in a way that feels both immersive and interactive.
Britannia’s foray into personalized digital experiences through print media marks a significant leap in the world of branded storytelling. By tapping into the magic of Harry Potter, they’ve crafted a campaign that is bound to spark excitement among fans of all ages. Whether it’s nostalgia for long-time Potterheads or fresh excitement for a younger audience, this collaboration is set to make waves in the Indian market.
Trump and RFK Jr. Team Up to Fight America’s Health Crisis—New Commission Targets Childhood Disease Epidemic
On February 13, President Trump signed an executive order creating the Make America Healthy Again Commission, a new initiative aimed at tackling the country’s growing health crisis. Led by Health and Human Services Secretary Robert F. Kennedy Jr., the commission will focus on understanding and addressing the root causes of chronic diseases, with a particular emphasis on the alarming rise in childhood illnesses.
The commission’s agenda is built around four core objectives. First, it aims to improve transparency in federally funded health research by making data open-source and eliminating conflicts of interest. Second, it seeks to shift federal health funding toward high-quality research that examines why so many Americans, particularly children, are developing chronic illnesses. Third, it plans to collaborate with farmers to ensure that food in the U.S. is not only widely available but also healthier and more affordable. Finally, the commission will work to expand treatment options and offer more flexible healthcare coverage that supports preventive care and lifestyle-based interventions.
The White House has laid out a clear timeline for action. Within 100 days, the commission must produce a comprehensive report outlining what is already known about the childhood chronic disease crisis and identifying the critical gaps in research. Within 180 days, it is expected to deliver a national strategy based on those findings to improve children’s health across the country.
With chronic illnesses on the rise and healthcare costs continuing to skyrocket, the commission’s findings and policy recommendations could have major implications. Whether this initiative results in meaningful change or simply becomes another political exercise remains to be seen.
Axar Patel Joins FitFeast as Investor & Brand Ambassador to Transform Everyday Nutrition
FitFeast, a rising force in the protein food industry, is thrilled to welcome Indian cricket all-rounder Axar Patel as both an investor and brand ambassador. Known for his dedication to fitness and peak performance, Axar’s involvement marks a major step in FitFeast’s mission to make high-quality protein products a staple in every household.
For years, protein has been associated mainly with gym-goers and athletes, but FitFeast is changing that narrative. With a lineup that includes protein bars, shakes, chips, and peanut butters, the brand is making healthy snacking easy, tasty, and accessible to everyone. Axar’s presence amplifies this vision, reinforcing that good nutrition isn’t just for fitness buffs—it’s for everyone.
Axar Patel on the Collaboration:
“Fitness and nutrition are non-negotiable in my daily routine, and I’ve always been conscious of what I eat. What stood out to me about FitFeast is that their products are not only packed with protein but also taste amazing. Their White Chocolate Peanut Butter and Malai Kulfi Protein Shake are my absolute favorites—I reach for them whenever I need a quick, healthy snack.”
A Perfect Match for FitFeast’s Growth
With Axar’s influence and credibility, FitFeast is set to expand its footprint across India. Aditya Poddar, Founder of FitFeast, shared his excitement about the partnership:
“Axar isn’t just an athlete; he’s a symbol of consistency, strength, and balance—everything FitFeast represents. Having him on board strengthens our mission to make protein-rich foods a part of everyday life for people across India.”
Karan Yadav, Chief Commercial Officer at JSW Sports, emphasized the natural fit between Axar and the brand:
“Axar’s ability to adapt and excel, both on and off the field, makes him the perfect face for FitFeast. His involvement is bound to take the brand to new heights.”
Reetika Singh, Director at Sportcell, the agency that facilitated the partnership, added:
“At Sportcell, we focus on meaningful collaborations that align with a brand’s core values. FitFeast is all about credibility, quality, and performance—making this partnership a game-changer in India’s wellness space.”
What’s Next for FitFeast?
FitFeast is gearing up for major expansion, with new products in the pipeline and a focus on quick commerce platforms to make protein-packed snacks even more accessible. With Axar Patel leading the charge, the brand aims to dominate markets like Delhi, Gujarat, and beyond, cementing its place as India’s go-to protein brand.
The company also acknowledges the contributions of its early investors, including ACLR8 (Apurva Chamaria, Tarun Bhargava, Karan Jinal, Jitendra Nagpal) and other key backers who believed in its vision from the start.
As Axar steps into this new role, fans can expect exciting campaigns, innovative product launches, and a stronger push towards making fitness and nutrition mainstream. With FitFeast and Axar Patel joining forces, 2025 is set to be a breakthrough year for India’s protein industry.
About FitFeast
FitFeast is building India’s most exciting protein brand, offering a taste-first approach to healthy snacking. With a commitment to flavor, innovation, and accessibility, the brand is redefining how Indians consume protein—one delicious snack at a time.
Coca-Cola’s Maaza Joins the Billion-Dollar Club: CEO James Quincey Celebrates the 30th Brand Milestone with $47.1 Billion in Global Revenue
Coca-Cola’s mango-based drink, Maaza, has officially joined the ranks of billion-dollar brands in 2024, Chairman and CEO James Quincey announced on Tuesday. This makes it the company’s 30th brand to cross the milestone.
During the company’s earnings call, Quincey highlighted that Coca-Cola saw strong growth this quarter, with an increase in sales volume. Maaza follows in the footsteps of Thums Up, which became the company’s first Indian brand to hit the billion-dollar mark back in 2021.
Coca-Cola first acquired Maaza and Thums Up in 1993 from Ramesh Chauhan of Parle Bisleri when the company re-entered the Indian market. The deal also included other popular drinks like Limca and Gold Spot. Maaza itself has been around since 1976 and remains a household name in India.
In 2022, another Coca-Cola product, Sprite, also became a billion-dollar brand in India, reflecting the growing success of its portfolio in the country. The company has been aggressively expanding its reach, adding 440,000 new retail outlets in India through digital customer platforms in 2024. According to Quincey, these expansions allow Coca-Cola to refine its pricing, packaging, and product strategies for the Indian market.
India is currently Coca-Cola’s fifth-largest market worldwide. The company’s global sales saw a 1% increase in unit case volume for 2024, with India, Brazil, and Mexico leading the way. In the final quarter of the year, unit case volume rose by 2%.
Financially, Coca-Cola’s net revenue for the December quarter climbed 6% to $11.5 billion, while full-year revenue increased by 3% to $47.1 billion. Additionally, the company recorded significant financial gains from refranchising its bottling operations in India earlier in the year, reporting net gains of $303 million for 2024. However, Coca-Cola also noted that it incurred $7 million in transaction costs related to the restructuring of its bottling operations.
How Ishita Gupta Turned a Coldplay Concert into a ₹25K Marketing Win—For Free!
On LinkedIn, Ishita Gupta, co-founder of Eat Atlas, shared a fascinating story about how an unplanned marketing stunt at a Coldplay concert led to a viral moment—and an overnight revenue boost of ₹25,000 with zero customer acquisition cost (CAC).
What started as a birthday celebration quickly turned into a masterclass in guerrilla marketing. Ishita had planned a work-free day, enjoying good food and live music. But when you’re an entrepreneur, opportunities tend to find you—even when you’re not looking.
Before heading to the concert, Ishita wore a birthday t-shirt that read:
“It’s my birthday, write good things about me.”
This playful move caught the attention of actor Vrajesh Hirjee and content creator Sahiba Bali, who were among the first to sign it. But the real stroke of genius? A two-sided banner:
Front: “It’s my birthday.”
Back: “I also sell tasty chips & dips at eatatlas.in.”
When Luck Meets Preparation
With thousands of people in the stadium and over 1 crore viewers streaming the event on Disney+ Hotstar, the banner ended up on the live broadcast—creating a level of exposure that brands pay millions for.
To top it off, Coldplay themselves wished Ishita a happy birthday—an unforgettable moment that sent her brand’s visibility through the roof.
Quest Retail Announces Leadership Reshuffle: Shriti Malhotra Named Executive Chairperson, Rahul Shanker Appointed Group CEO
In a major leadership shake-up, beauty retail powerhouse Quest Retail has elevated Shriti Malhotra to Executive Chairperson and appointed Rahul Shanker as the new Group CEO, the company announced on Friday.
Shanker to Spearhead Operations Across a Global Beauty Empire
Taking over the reins from Malhotra, Rahul Shanker will now lead operations for Quest Retail’s expansive portfolio, which includes some of the most recognized beauty brands in the world—The Body Shop, Kiehl’s, Avon, Kylie Cosmetics, Anastasia Beverly Hills, Max Factor, Boddess, The Honest Tree, and more.
Shriti Malhotra Transitions to Executive Chairperson Role
After years of driving Quest Retail’s rapid expansion as Group CEO, Shriti Malhotra moves into the role of Executive Chairperson, where she will focus on long-term strategic planning and corporate vision. Her leadership has been instrumental in cementing Quest Retail’s dominance in India’s $30 billion beauty and personal care market, pioneering new retail models, and expanding the company’s brand portfolio.
Reflecting on her journey, Malhotra stated, “The strength of Quest Retail has always been its passionate people. Leading this company has been an incredible privilege, and I am excited to see Rahul take the helm. His deep expertise in consumer businesses and transformative leadership style make him the perfect choice to steer Quest Retail into its next phase of growth.”
A Retail Powerhouse with a Track Record of Success
Malhotra is widely regarded as a trailblazer in the Indian retail space. Over the last three decades, she has played a pivotal role in scaling global brands like Nike, Puma, and Benetton in India. Nearly two decades ago, she was responsible for bringing The Body Shop to the Indian market, driving its massive success through bold retail innovations and deep customer engagement.
Rahul Shanker Brings Decades of Experience in FMCG & Beauty
Taking over as CEO, Rahul Shanker comes with an impressive background in global consumer brands. He has held senior leadership positions at PepsiCo, Wrigley-Mars, Philips, Avon, and Modicare, with expertise spanning FMCG, personal care, and wellness. His leadership is expected to further enhance Quest Retail’s omnichannel strategy, accelerate digital transformation, and drive next-level growth.
Expressing his excitement about the new role, Shanker said, “Quest Retail has built an extraordinary brand portfolio and a formidable omnichannel ecosystem. My focus will be on scaling operations, crafting innovative customer experiences, and identifying fresh growth opportunities. I look forward to working alongside an exceptional team to take the company to even greater heights.”
Quest Retail: A Beauty Giant Shaping the Future
Founded in 2006, Quest Retail has emerged as one of India’s most influential beauty and specialty retail companies. With a strong foothold in both brick-and-mortar and digital retail, the company continues to push boundaries in omnichannel distribution, sustainability, and retail innovation.
Its House of Beauty division is home to some of the most sought-after international beauty brands, including The Body Shop, Kiehl’s, Avon, Kylie Cosmetics, Anastasia Beverly Hills, Max Factor, Neal’s Yard Remedies, Juice Beauty, The Honest Tree, and Boddess.
With Rahul Shanker at the helm and Shriti Malhotra guiding the company’s strategic direction, Quest Retail is poised for an exciting new chapter in India’s thriving beauty market.
Gillette India Reports 21% Profit Growth in Q2, Declares ₹65 Interim Dividend
Gillette India Ltd posted a 21.18% jump in net profit for the October-December 2024 quarter, reaching ₹125.97 crore, compared to ₹103.95 crore in the same period last year. The company, which follows a July-June financial year, attributed its growth to strong brand performance and consumer demand.
Revenue from operations grew 7.21% to ₹685.55 crore, up from ₹639.46 crore a year ago, according to its BSE filing. However, total expenses rose 4% to ₹527.60 crore, reflecting increased costs.
Gillette’s grooming segment—which includes razors, blades, and shaving products—continued to be its primary driver, posting an 11% revenue increase to ₹570.64 crore. However, its oral care division, which includes toothbrushes and toothpaste, saw an 8.25% decline, bringing in ₹114.91 crore for the quarter.
The company’s total income stood at ₹694.74 crore, marking a 7.43% year-on-year growth. Gillette India credited its strong performance to brand strength, successful product innovations, and effective retail strategies.
In a separate announcement, Gillette India’s board approved an interim dividend of ₹65 per share (on a ₹10 face value), rewarding shareholders for the company’s continued growth.
Despite the positive earnings report, shares of Gillette India closed at ₹8,853.40 on the BSE, down 0.74% from the previous session. Analysts will be watching closely to see how the company navigates market conditions, particularly in its struggling oral care division.
Revolutionizing Biryani: Mohammed Bhol’s Vision for a Customizable, Scalable Indian Food Brand
Biryani is one of India’s most beloved dishes, yet no single brand has successfully taken it to a global scale. Mohammed Bhol, founder of House of Biryan (now rebranded as HOB), is setting out to change that. With a background as a trained chef from Taj Aurangabad and experience working under Gordon Ramsay in London, Bhol has spent years studying how to industrialize Indian food without compromising on taste. In a candid conversation with Ashu Agrawal, he revealed how HOB is tackling the challenges of consistency, customization, and branding to revolutionize the way biryani is perceived and consumed—both in India and around the world. Here’s how he’s making it happen.
From Fine Dining to Fast Casual
Mohammed Bhol’s journey in the food industry is anything but conventional. A trained chef from Taj Aurangabad, he honed his craft in London under the legendary Gordon Ramsay. However, his entrepreneurial spirit led him back to India, where he and his co-founder launched a series of successful restaurants, including Mumbai’s first French restaurant and a high-end steakhouse.
The turning point came when the duo started Chocolates, a venture aimed at industrializing ethnic Indian food, much like McDonald’s or Subway have done with their respective cuisine categories. The realization that there was no true national or global biryani brand drove Bhol to rethink how Indian food, particularly biryani, could be packaged, marketed, and delivered at scale.
The Challenges of Scaling Biryani
Bhol highlights two major challenges in creating a scalable biryani brand—the back-end (production and consistency) and the front-end (consumer perception and acceptance).
1. Back-End Challenge: Biryani is a skill-intensive dish, requiring expertise to prepare consistently well. Unlike a burger or pizza, which can be easily standardized, biryani involves intricate spice blends, multiple cooking techniques, and variations based on regional preferences. To solve this, Bhol and his team focused on food industrialization and supply chain optimization, ensuring quality and consistency while minimizing the dependency on highly skilled labor.
2. Front-End Challenge: The complexity of biryani also extends to consumer preferences. Every region, community, and even individual has their own idea of what “authentic” biryani should taste like. Unlike a pizza or burger, which can be replicated across different markets with minor tweaks, biryani preferences are deeply rooted in culture and history.
Customization: The Game-Changer
House of Biryan’s answer to this challenge is customization. Instead of presenting biryani as a fixed, unchangeable dish, the brand allows customers to personalize their biryani experience.
Customers can choose their base sauce (gravy)
Select their preferred protein add or remove ingredients like potatoes, eggs, or extra spice levels
This approach eliminates the often-heated debates around what “real” biryani is. Bhol emphasizes that food should be about personal taste, not rigid authenticity. His goal is to make biryani accessible and exciting for Gen Z consumers, who prefer food that is both customizable and convenient.
To further disrupt the industry, House of Biryan is undergoing a major branding transformation. Inspired by fast-food giants like McDonald’s and Chick-fil-A, the brand is rebranding as HOB (House of Biryan) with a fresh, modern look and a mascot-driven identity.
Bhol explains that Indian food brands have historically been trapped in traditional motifs, which can sometimes feel outdated or intimidating to younger audiences. Instead, HOB is taking a QSR (quick-service restaurant) approach, simplifying branding and creating a more fun, engaging experience for consumers.
The Road Ahead: Going Global
HOB is not just looking at India—it’s setting its sights on international markets, with its first overseas expansion planned in Dubai. Bhol believes Indian food has been underserved globally, mainly because traditional Indian brands focus too much on heritage and authenticity instead of accessibility and scale. His goal is to present Indian cuisine in a fresh, modern, and approachable way, ensuring it competes with global fast-food chains.
Disrupting the Industry with a Bold Approach
Perhaps the most controversial aspect of HOB’s approach is its departure from the “authenticity” debate. Bhol argues that the obsession with authenticity limits the scalability of Indian food. Instead, he advocates for a balance between flavor, consistency, and convenience, much like global food brands have done successfully.
By eliminating rigid definitions of what biryani “should” be and instead offering a platform for self-expression through food, HOB is positioning itself as a true category disruptor.
Conclusion: A Biryani Revolution in the Making
Mohammad Bhol’s vision for HOB is not just about selling biryani—it’s about redefining how Indian food is perceived, consumed, and scaled globally. By prioritizing customization, consistency, and a modern brand identity, he is challenging traditional norms and carving out a unique space in the Indian QSR industry.
With its innovative model, bold branding, and a deep understanding of both consumer behavior and supply chain challenges, HOB is on track to become the first truly global biryani brand—one that speaks the language of the modern consumer while staying true to the essence of delicious, flavorful Indian food.
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