Saga

Over 8.4 tons of pesticide-laced temple flowers are dumped daily into the Ganges.
Marigolds and roses—once offered with folded hands and whispered prayers—rot by the riverside, their chemical dyes silently poisoning the holy water.

It’s a harsh contradiction. What begins as devotion ends as pollution. But one man chose to do something about it. He asked a powerful question: What if the same flowers that polluted our rivers could help clean them instead?

That spark of an idea blossomed into a revolutionary brand—one that not only protects sacred rivers but also empowers women and redefines sustainability and spiritual responsibility.

Are you curious how they turned sacred rituals into a sustainable revolution? Read on

On the Banks of Faith

Let’s rewind to a winter morning in 2015. It was Makara Sankranti, and Ankit Agarwal took his visiting friend to the bustling holy ghats of Ganga in Kanpur. Devotees dipped in the sacred river, offered flowers in prayer, and bottled the blessed water to take home. 

Amidst the sacred rituals and spiritual energy, one image quietly stood out — heaps of temple flowers decomposing by the riverside, their chemical-laden colors slowly bleeding into the water.

That morning, the mission became clear: to honor the sacredness of these flowers and safeguard the purity of our rivers.

Firmly with a Purpose

The question stuck with Ankit, a young techie from Kanpur, long after his friend had flown back.

And instead of turning away, he turned his helplessness into hope. Phool (Hindi for flower) was born, not as a company but as a calling.

The mission was simple yet powerful: rescue discarded temple flowers and reimagine them into soulful, sustainable, and scalable products.

The Blooming Business Model

The business model of Phool is rooted in circular economy principles. They collect floral waste from temples and transform it into incense sticks, organic vermicompost, essential oils, soaps, biodegradable packaging, and vegan leather (Fleather™).

And here’s the heart— every product is crafted by women from vulnerable communities, many of whom were once manual scavengers. 

Phool’s products aren’t mass-produced.. They’re designed in labs, perfected in R&D, and brought to life by human hands.

Their  R&D department is the brain and soul of the company. Their obsession isn’t just selling but imagining what else a flower can become.

With Purpose

Phool’s revenue model isn’t about profit but impact. A box of 40–45 handcrafted incense sticks costs ₹165.

Yes, the margins are healthy. But customers aren’t just buying a stick of incense. They’re buying into a cause of clean rivers, empowered women, and second chances. 

That Smells Like Fresh Ideas

Phool doesn’t shout from rooftops—they bloom on screens. Their digital-first marketing strategy integrates social media, search engine optimization, and trend-led content.

Phool’s content speaks the language of its urban, environmentally-conscious audience, from soothing unboxing videos to behind-the-scenes shots of women artisans at work.

A campaign that made waves? #PhoolWaliHoli, where Phool launched a line of Natural Gulaal made from 100% pure flower extracts to encourage chemical-free celebrations.

Mitti, Seed Paper & Other Earth-Loving Products

One of Phool’s proudest products is Mitti—a vermicompost made using enzymes and minerals, completely free of chemicals and carbon footprints. It’s a nutrient shot for your soil, all created through biological processes.

Then there’s the genius of seed paper packaging—inked with vegetable dyes and embedded with Tulsi seeds. Once your incense sticks are done, plant the box in the soil, water it, and a holy basil plant grows.

Even better? Scan the QR code on the box, upload your growing plant’s pic, and get exclusive discounts.

That Don’t Smell Like Roses

Phool’s journey hasn’t been scent-sational from the start. Collecting temple waste is challenging and unpredictable.

Over 800 million metric tonnes of floral waste are dumped into the Ganga annually. But Phool needs these flowers fresh to create incense.

And that means building a robust, timely, and efficient supply chain with temples across cities. 

They’ve cracked part of the puzzle. But scaling it is still a daily hustle.

Fame and A Few Flower Crowns

Phool’s flower revolution caught the attention of investors and institutions alike.

Backed by $9.4 million in funding across four rounds, support from Bollywood actress Alia Bhatt, and guidance from IIT Kanpur, the brand has firmly planted its roots.

Their current revenue is estimated at $15 million, with a 130% YoY growth over the past two years. Phool is no longer a startup story but a global movement in the making.

Intent, Celebrated Worldwide

Phool’s journey of purpose and innovation has turned heads and the tide. Over the years, the brand has raked in a bouquet of prestigious awards and global recognition. 

From receiving the United Nations Young Leaders Award for Sustainable Development Goals to the Momentum for Change Award at COP 2018, Phool has consistently been acknowledged for its commitment to sustainability. 

In 2020, it was honored with the Asia Sustainability Award in Hong Kong, followed by the BIRAC Innovator Award 2021, presented by Venkaiah Naidu.

The brand has earned nods from global forums like the Wharton India Economic Forum, Falling Walls in Berlin, and Alquity’s Transforming Lives Awards in London, solidifying its place on the world stage.

For This Phool Force?

Phool has expanded operations across India, and global ambitions aren’t far behind. They’re eyeing countries like Bangladesh and Nepal, constantly innovating with vegan materials, conscious gifting kits, and carbon-neutral home products.

But what makes Phool magical is that they’re not just cleaning rivers or saving flowers—they’re redefining what devotion looks like in the 21st century.

So next time you light a Phool incense stick, remember—you’re not just smelling jasmine or lavender. You’re part of a revolution that blooms with every breath.

Long before we understood what care truly meant, we felt it. In the soft warnings from the window- “Don’t stay in the sun too long,” “Come in and eat” – while we were too busy chasing cricket balls and running barefoot across summer afternoons.

That care wasn’t loud. It didn’t need to be. It was always there – constant, unwavering. Years later, one mother’s care became something more. A quiet worry over her child’s skin turned into a journey that thousands of other mothers would soon rely on. 

Pursuing the best for her child became a brand that now lives in homes across the country, trusted by over two million families, and valued at over ₹500 crore.

Curious to know how? Read on

Of A New Mother

The fears of a new mother know no bounds. Every little thing feels like a test, and using any baby product seems like a dare. For one mother, these worries reached a boiling point in 2012.

Mallika Sadani, an ex-banker, shifted to India from London with her husband, Mohit Sadani, and her one-year-old daughter. But along with the multiple lifestyle changes came a challenge- her daughter’s skin condition. 

She had very delicate, dry skin that would redden and turn itchy at the slightest exposure to chemicals. The doctor recommended a moisturizer, which worked wonders, but its unavailability in India posed another challenge. 

To Find A Permanent Solution

Malika Sadani’s search for toxin-free, gentle products for her daughter quickly turned into growing frustration.

A banker by profession, Malika was no stranger to problem-solving. With an MBA from the Welingkar Institute of Management and a background in banking at ICICI, she had always been methodical and driven. 

However, this was different. They relied on family and friends traveling abroad to bring the products they couldn’t find at home. But how long could they depend on good weather and family support?

That Delivered a Purpose

One missed delivery during a snowstorm in Boston became the tipping point. Malika was done relying on “jugaad.”

Her daughter’s discomfort became a question: Why should any mother in India have to struggle to find safe products for her baby?

She began speaking to other moms – over 200 of them. Every conversation revealed the same pain point. That’s when the banker turned into a problem-solver again – but this time, with her heart leading the way. 

Together with Mohit, she set the foundation for a dream and an aim to create products that eliminate the need to import toxin-free baby care products. And so, The Moms Co. was born.

The Language of Labels

They began with one simple idea: If it’s not good enough for our child, it’s not good enough for anyone else’s. 
She started with the basics, learning and discovering what it took for a product to be ‘gentle’ and ‘natural.’

More information was added to this research through conversations with pediatricians, dermatologists, and, most importantly, with mothers. 

These conversations shaped everything – from the choice of ingredients to the brand’s tone. The Moms Co. became more than a product line.

Right from day one, it became a promise: We’ll worry about the science so you can enjoy the journey of motherhood.

Over 2 Years For A Breakthrough

It was time to turn research into reality. Malika and Mohit partnered with toxicologists and scientists across India and Australia to test their formulation. One scientist took it on as a challenge, working seven months to perfect it.

After 2.5 years, ₹2 lakh in savings, and over ₹1 crore in angel funding, their first range of products finally hit the market—born out of relentless pursuit and science-backed precision.

Born from Care, Backed by Science

The first range launched by The Moms Co. focused on pre-and post-natal care, followed by baby care essentials. Every product was made with natural, toxin-free ingredients backed by global safety standards. 

The formulae were crafted in partnership with experts in Australia and tested rigorously to ensure they are safe for sensitive Indian skin before reaching shelves.

Plus, the brand collaborated with manufacturers with 30+ years of experience building natural product ranges.

That Spoke Like a Mom

Their first campaign was not built in a boardroom—it was Malika’s story—a mother talking to other mothers. From day one, The Moms Co. wasn’t just selling products. It was building a community. And it worked!

While building different product ranges for babies and mothers, Malika ensured to stay in touch with the customers as much as possible through WhatsApp messages, Instagram, and other channels.

One mom used it, loved it, and told five more. That was the magic
Mothers started trusting The Moms Co.

One of their earliest customers, an expecting mother, called Malika at 9:30 p.m., asking for a baby kit delivery before heading to the hospital. She said she wanted the best for her newborn from day one. 

Meeting Moms Where They Are

The first zero-to-ten customer base was formed with one idea: just ensure that we go wherever our customers are and they don’t have to hunt for the product. 

The Moms and Co. started with an online platform and added offline sales to its purview within the first three months of the launch. Keeping in mind the idea of reaching the customers, the brand started adding visibility through medical channels. 

Mohit leveraged his network to place the brand inside hospital waiting rooms, making them the first brand of its kind to do so.

In the first year of its launch, the brand kept expanding the definition of mom’s skincare-post-maternity, maternity, aging, and simplifying skincare solutions.

More Moms, One City at a Time

As The Moms Co. grew from 3 to 40+ products, the need for capital also increased. After the initial angel investment, the brand reached out and sealed three investment rounds from DSG and Summer Capital. 

Malika used the funding to launch The Moms Co. Store in 2018 and grow it to 250 locations by  2020. The strategic move added an impressive ₹22.3 crore to the company’s turnover and took the brand presence to over 1500 stores in India. 

To Belief: Moms Found Their Voice

In 2020, The Moms Co. launched the campaign #ThemomscoMom, spotlighting real stories of motherhood.

No gloss, no filters—just the raw, tender, and brave voices of moms across India.

The campaign resonated deeply, cementing the brand’s position not just as a seller of products but as a supporter of the motherhood journey.

A Household Name

Over the next few years, The Moms Co. expanded steadily—first into skin and hair care and then wellness. But they never strayed from their core: to create solutions for moms and families who deserved better.

By 2021, The Moms Co. had already touched the lives of over a million families. The products were available in 20,000+ stores, and the brand had expanded into skin care, hair care, and wellness for moms and families alike.

That year, they joined hands with The Good Glamm Group in a deal that valued the brand at around ₹500 crore and marked India’s largest D2C exit in 2021.

Still The Go-to Mom Brand

Today, The Moms Co. offers over 50+ products, has served over 2 million customers, and is one of India’s most trusted names in toxin-free personal care.

But if you ask Malika what matters most, it isn’t the revenue or reach. It’s the late-night DMs from moms saying, “Thank you. I finally feel safe using something on my baby.”

It’s the knowledge that a mother isn’t second-guessing what she’s using somewhere. Because someone once did – and turned that worry into something beautiful.

Think about the last time you took a flight or drove past a petrol pump. Have you ever wondered how that fuel gets there? It’s not magic—it’s shipping. And when it comes to shipping, one homegrown giant has been steering the industry for over 75 years.

Centuries ago, Chhatrapati Shivaji Maharaj, the Father of the Indian Navy, understood that true power wasn’t just on land—it was on the seas. As India approached independence, a new battle for maritime dominance was unfolding. Visionary entrepreneurs saw beyond the tide, refusing to let India remain a mere passenger in global trade. 

What started as a simple commodity business soon became a force that would reclaim India’s place on the seas and shape its maritime destiny for generations.

That Sparked A Shipping Empire

Mumbai, early 1900s—where the scent of salt met the spice of ambition. Among the bustling docks and roaring trade markets, two brothers,

Jagjiwan and Maneklal Mulji, saw something others didn’t: the tides of opportunity. But before they set sail on their shipping dreams, their story began with something much sweeter—sugar.

The duo ran Jagjiwan Ujamshi Mulji and Company, importing sugar from Java to India on their chartered steamers. Business was booming, but the real revelation wasn’t in the sweetness of their cargo—it was in the cost of getting it here. 

At the time, freight rates stood at a hefty Rs. 27 per ton. The brothers, ever the strategists, brought it down to just Rs. 10 per ton using their chartered steamers. This was their “first blood”—the moment they realized the power of shipping.

A Bold Move That Reshaped Shipping

But just as their sails caught the wind, the 1930s came crashing with the Great Depression. Trade slowed, businesses crumbled, and even the sharpest entrepreneurs found themselves struggling hard. 

The Mulji brothers weren’t about to sink. Instead, they turned to a prominent Bombay business family—the Bhiwandiwallas. With no money but an unshakable belief in their skills, they made a pitch: invest in us, and we’ll multiply your wealth. 

The Bhiwandiwallas took the bet. And just like that, Ardeshir Hormusji Bhiwandiwalla and Company was born—a partnership that would forever change India’s shipping industry.

India’s Maritime Independence

With their new backers, the brothers expanded aggressively. They acquired more vessels, built stronger trading networks, and positioned themselves as key players in India’s maritime trade.

But their greatest test was yet to come. As whispers of war and independence grew louder, shipping became its battleground.

British shipping giants dominated Indian waters, controlling freight costs and dictating terms. Indian traders were at their mercy—until the Mulji brothers and their partners decided to fight back. 

They expanded their fleet, securing contracts once considered impossible for Indian businesses. Every voyage was a statement: India wasn’t just a market; it was a contender.

The Birth of an Indian Shipping Giant

By the time independence dawned, the once-small sugar importers had transformed into a force to be reckoned with.

The Muljis and the Bhiwandiwallas partnership laid the foundation for one of India’s most formidable shipping legacies. 

Enter 19-year-old Vasant Sheth, armed with ambition and an invitation to study in Britain and America.

During his travels, he met I.S. Chopra of the Indian Foreign Service, who, intrigued by the young Sheth’s vision, encouraged him to stay in touch.

The Moment, Sailing into History

In Washington, Chopra introduced Vasant to a lawyer with a golden tip: the US Maritime Commission was offloading Liberty ships—workhorses of the war, built to withstand U-boat attacks—at throwaway prices. With thick hulls and minimal machinery, these vessels weren’t luxurious but built to last.

It was a perfect first ship.
A $25,000 application fee later, the firm officially applied under A.H. Bhiwandiwalla and Company. Three months passed. Then, a telegram from India’s Ministry of External Affairs: the vessel had been granted. 

The first Great Eastern ship—Jagvijay, meaning ‘World Victory’—was delivered on May 3, 1948. India’s independence, the war’s end, and perfect timing aligned to create history. 

And with that, The Great Eastern Shipping Company (GE Shipping) was born.

Of New India

As business boomed, a family advisor, H.T. Parekh, offered a word of wisdom—separate sugar from shipping. The firm agreed. And now, the focus was solely on navigating the high seas.

The world had changed post-war, and Japan was desperate to rebuild. In 1951, just released from Allied occupation, the nation needed partners.

Great Eastern took a bold step, becoming the first Indian company to place shipbuilding orders with Japan’s Mitsubishi Shipyard.

K.M. Sheth, the next-generation leader, took charge. Living in Japan, he oversaw the construction of the Jagjamuna and Jagganga, solidifying Indo-Japanese trade relations at a 

Of GE Shipping When Timing & Vision Aligned

Great Eastern secured another first in India—an exclusive all-India agency for Japan’s Yamashita Steamship Company.

Meanwhile, in Germany, Blohm & Voss shipyards struggled to find buyers for their revolutionary new barge vessel designs. 

No one was biting—except Great Eastern. The firm placed orders for Jag Dev and Jag Darshan, which later inspired the Hindustan Shipyard in Visakhapatnam to build four more: Jagdish, Jagdharma, Jagdev, and Jagdoot. Jagdhir was eventually sold to the Tata Group.

Boom, War, and the Need for Oil

The 1950s and ’60s saw an explosion in global shipping demand, fueled by the Korean War (1950–1953) and the 1956 Suez Canal crisis, which forced ships to reroute around Africa’s Cape of Good Hope.

The extra 15-day journey meant soaring freight rates and massive profits. Great Eastern capitalized on this boom and, in 1956, acquired India’s first oil tanker—Jagjyoti. The oil game had begun.

Then came 1962. The Indo-China War tightened India’s foreign exchange reserves, while consecutive droughts threatened food security. India needed to charter ships but was bleeding dollars in commission fees. 

K.M. Sheth made a radical proposal—India should control its shipping. His recommendation led to the creation of Transchart in 1964, ensuring government cargo moved on Indian-flagged vessels and nationalizing the country’s chartering operations.

Oil Crisis, Embargoes & the Changing Tides

Great Eastern sailed through global conflicts that reshaped the shipping industry—the 1967 Suez Canal closure, the 1973 Yom Kippur War that triggered an oil crisis, the 1979 Iran-Iraq War, and the 1990 Gulf War.

Each time, as the world panicked, Great Eastern strategized. The early 1990s brought another twist. The International Maritime Organization (IMO) ruled that all tankers must have double hulls to prevent oil spills.

Single-hull vessels became obsolete overnight. Panic selling ensued. But Great Eastern took a contrarian view—these ships could still be profitable if managed well. 

From Jag Laadki to Jag Prakash

The company swooped in as government licensing restrictions eased and liberalization kicked in, acquiring vessels at bargain prices. A daring bet that paid off.

One such vessel, the Jaglaadki, made history by becoming the first Indian crude oil tanker to dock in America post the Oil Pollution Act 1990. Great Eastern built its first double-hull tanker, Jag Prakash, in 2007 at South Korea’s STX Shipyard, future-proofing its fleet.

Today, the company is a $2 billion giant, commanding a fleet of 43 ships, a testament to decades of strategic vision and resilience.

Riding the Waves

The shipping industry is evolving, driven by climate policies, green energy initiatives, and digital advancements. GE Shipping understands that the tides are shifting, and they are not just watching from the shore but actively steering the change. 

The company is investing in green ships and has already lined up new fuel-efficient, lower-emission vessels to reduce its environmental footprint. As India pushes for greater energy independence, GE Shipping is expanding its offshore operations and strengthening its oil and gas logistics role. 

At the same time, technology is reshaping the maritime world, with AI, automation, and predictive analytics driving efficiency. GE Shipping is embracing these innovations, ensuring they stay ahead of the curve in the next phase of global shipping. 

March-end—when tax season turns into a frantic scramble. Last-minute savings, confusing rules, and a desperate hunt for misplaced receipts. No matter how digital the world became, tax filing remained a puzzle—complex forms, endless calculations, and the fear of getting it wrong.

Until one IIT Guwahati graduate turned this frustration into an opportunity, transforming how millions of Indians file taxes. The result? A company that generated ₹209 crore in revenue in 2023-24.

Here’s how one idea made tax filing effortless. 

That Changed Everything

Dial back to the afternoon of 2010 in Delhi and a chat between Archit Gupta, who was visiting from San Francisco, and his Chartered Accountant father, Raja Ram Gupta.

Archit’s dad talked about the government’s new online tax filing system, which is the same old hassle but in a digital form.
The conversation was casual, but not the problem.

It stuck with Archit and sparked something deeper—and by 2011, it had brought him back to India with one clear thought: Let’s make it easy for people. And that’s how the seeds of ClearTax were sown.

Data Engineering to Taxation

Imagine an IIT Guwahati Graduate quitting a job at Data Domain Corporation and PhD at the University of Wisconsin to start a venture in India – armed with nothing but an idea.

Now add a $250,000 cheque from his boss as an angel investor. Sounds like a well-planned, pitch-perfect startup story.

Not quite. Archit had no product, no detailed business plan—just a clear goal: to build the simplest possible solution to a problem millions of Indians faced.

From the Idea To The Product

Archit started from scratch in a new business ecosystem, learning from the CAs and deepening his knowledge and understanding of the Indian tax system.

He started looking at ‘e-filings’ as a software problem and developed the platform. The mission was simple: eliminate the complexities and simplify tax filing with a few clicks.

A Product Of The People, For The People

India’s startup scene was all about transactions and e-commerce. But Archit set out to build a product-first company.

But the big question? Can a pure product company survive here?
The team started by building software for consumers and CAs, planning to roll it out via CAs first. But it felt incomplete.

So, they decided to put consumers at the heart of it all. Focus on their needs. Make e-filing simple.

In July 2011, Archit, his father, and Ankit Solanki – a friend he met at a hackathon – launched ClearTax with that mission.

Startup to First 1,000 Users

Fun fact: the completely bootstrapped company was launched just 11 days before the tax filing deadline for the year!

With no marketing budget, Archit relied on word-of-mouth, emailing friends and acquaintances to test the platform. 

Within two hours of going live, ClearTax registered its first user. By the end of 11 days, 1,000 people had filed their taxes on the platform. 

Three dedicated people working in a garage got ClearTax its first tick of approval! 

An Easy-Breezy Tax Filing Tool

ClearTax was built for the people, and Archit kept consumers at the centre of each aspect, working day and night to add one support feature after another. 

Once, someone told him how difficult it was to understand and read the form.

ClearTax added a feature where you could upload the form online, and the platform would extract the necessary details automatically. 

What once took hours was now done in just 15 minutes.

Of Scale And Achieving It

With easy-to-use features on the platform, the number of users also increased.

The company had started to scale and it was time to work on more financial backing. But raising funds was tough for a tax-filing startup.

Meanwhile, US giants were entering the Indian market with aggressive marketing.

That’s when Archit came across Y Combinator, a Silicon Valley accelerator.

But there was a catch: the investor did not have a pattern of investing in emerging-economy companies. 

Financial Stamp Of Approval!

Archit saw the opportunity when YC invested in a Brazilian company.

He took a chance, applied, appeared for the interview, and got selected as the fifth YC-backed Indian start-up in 2014. 

ClearTax also became the first YC-backed Indian company focusing only on the Indian market. 

The Funding Flood Gates

ClearTax received a seed fund of $1,20,000 from YC, followed by financial backing from One97 Communications in October 2015.

It also raised $2 million in the Pre-Series A round of investment from FF Angel and Sequoia Capital, besides seed funding of $1.3 million from PayPal co-founder Scott Banister. 

Later, big names like Naval Ravikant, WhatsApp business head Neeraj Arora, Dropbox VP Operations Ruchi Sanghvi, and Flexport’s CEO Ryan Petersen joined the list of investors. 

From bootstrapping to raising $75 million in 2021 from Stripe, Cleartax started deepening its mark in the Indian business ecosystem.

To a Financial Ecosystem

With solid financial backing, ClearTax expanded beyond tax filing. It introduced GST solutions in the B2B space, compliance services, and investment tools, gradually evolving into a full-fledged financial ecosystem.
 
Today, the platform connects over 2,000 brands, 700,000 businesses, and 60,000 tax professionals, simplifying finance for millions of Indians.

Its innovation and impact earned it numerous accolades, including TC Top Companies (Y Combinator) in 2021,

Most Innovative Fintech Data Solution Provider Award in 2022, and one of India’s Most Trusted Brands in 2023.

Product At Its Best

Today, ClearTax is synonymous with efficiency, reducing tax filing time to just seven minutes on average and helping save ₹1000 crore as tax savings. 

It processes up to 10% of India’s business invoices and contributes significantly to India’s e-invoice generation. 

In fact, in FY2024, the company’s operation scaled 93%, clocking a revenue of ₹209.84 crore. Their approach? Keep listening to and understanding your consumers. 

A Financially Empowered India

Archit Gupta envisions ClearTax, now recognized as ‘Clear’, as more than just a tax-filing platform; he sees it as a financial partner for every Indian. 

The company continues pushing boundaries, exploring AI-driven financial tools, and expanding its portfolio to make financial literacy and tax compliance easier for individuals and businesses alike.

From a summer conversation in Delhi to revolutionizing India’s financial landscape, ClearTax’s journey proves that the best businesses don’t just solve problems—they change lives, one tax return at a time!

We all loved stories as kids, right? Begging grandparents for “just one more” at bedtime. Or remember the thrill of sleepovers, whispering bhoot ki kahaniyan until someone got too scared to sleep? Stories have always had a hold on us—thrilling and comforting us. 

From cave paintings to oral traditions, written manuscripts to print, visual media to digital, and now audiobooks and podcasts—storytelling has come a long way, so much so that it’s a $6.63 billion industry today.

As we celebrate Poetry and Storytelling Day on 21 March, let’s tell you a story—of how one simple idea transformed into the world’s leading audiobook platform worth ~ $36 million. 

Curious? Let’s rewind

A Frustration, and A Billion-Dollar Idea

Sometime in the mid-90s, Rolling Stone journalist Don Katz was out for a jog at Riverside Park, New Jersey, listening to an audiobook on his Sony Walkman.

When he needed to flip the cassette, Katz stopped in frustration and wondered why storytelling was still stuck in outdated formats. 

A storyteller at heart, he envisioned a way to make books digital, seamless, and on-demand. His research showed that 93 million Americans commuted alone daily, stuck in traffic. 
What if they could listen to digital content instead?

Katz crunched the numbers—if just 9% subscribed to a new storytelling format at $10/month, that meant 8.37 million users and $83.7 million in monthly revenue.

So, at 43, he quit his successful career, took an 85% pay cut, and founded Audible in 1995. 

Of Digital Audio

In 1997, Audible launched the Audible MobilePlayer, a game-changer with 4MB of memory and two hours of audio digitally. Modest now but a marvel back in the day. 

Audible.com went live with “Men Are from Mars, Women Are from Venus” as the first download, and a new era began. Sounds exciting. Except… it wasn’t. 

Digital audio was new, slow, clunky, and expensive. Investors weren’t convinced, and customers weren’t interested.

Of Highs, Lows, & the Dot-Com Bust

Things started to look up for Audible as it went public on NASDAQ in 1999, valued at $538 million.

However, tragedy struck with the unexpected passing of CEO Andrew J Huffman, proving to be a challenge for the company. But the company soldiered on. 

In 2000, Audible pioneered the subscription model—a flat monthly fee for access. But then came the dot-com bubble burst, causing financial strain with a $32.3 million loss. 

Startups were crashing everywhere, and Audible was barely hanging on. A desperate Katz cut his salary to zero and fought to keep his vision alive.

AppearsWith the Launch of iPod

In 2003, when Steve Jobs launched the iPod, Katz saw an opportunity and struck a deal with Apple as the exclusive provider of audiobooks for iTunes.

Boom! Suddenly, audiobooks became calm, and more and more people tuned in. Audible was no longer struggling to survive but growing as another tech giant watched from the shadows.

From A Struggling Startup To an Industry Leader

In 2008, Jeff Bezos saw what Katz had built. And, just like that, Amazon bought Audible for $300 million, in what’s called one of Amazon’s smartest acquisitions because Audible was about to explode.

The Kindle + Audible integration made audiobooks more accessible than ever. People could now seamlessly switch between reading and listening. Thus, with Amazon’s backing, Audible went from a struggling startup to an industry giant.

Of the Audiobook Empire

From that moment, Audible became unstoppable. It launched ACX (Audiobook Creation Exchange) in 2011, giving independent authors and narrators a platform to produce audiobooks. 

In 2012, it rolled out the A-List Collection, featuring Hollywood voices like Anne Hathaway & Samuel L. Jackson.  Whispersync for Voice followed in 2013, which let users switch between reading on Kindle and listening on Audible.

Since then, Audible has added a catalog of over one million titles, collaborating with renowned global names and emerging talent.

The exclusive Originals, audiobooks, and podcasts reach listeners in over 180 countries and 50 languages.

Of the Future

Audible’s valuation as of August 2024 was $36 million and shows no sign of slowing down. 

The audiobook market, valued at $6.63 billion in 2024, is projected to grow to $7.42 billion by 2025. Of this, Audible holds the lion’s share at 63.4%. The market is poised to reach $21.79 billion by 2034, with a CAGR of 12.29% over the forecast period (2025–2034).
 
Because no matter how technology evolves, one thing remains the same: we will always crave a good story. And with Audible, you don’t have to wait for bedtime to hear one!

How often have you tossed and turned in bed, adjusting pillows, flipping the mattress, or questioning your life choices at 3 AM? A good night’s sleep is essential and should be simple, but for most of us, it’s an endless struggle between comfort and compromise. 

Two restless minds didn’t just dream of better sleep; they woke up and built a ₹2,280 crore empire to make it happen.

Want to know how they built this business? Read on

Of Foam & Frustration

It was 2016. Ankit Garg was busy planning his wedding, setting up his new home, and shopping for furniture like every other couple. But one thing kept him awake (literally): mattresses.

A chemical engineer with experience in foaming at Bayer Material Sciences, Ankit knew the raw materials inside out. What he didn’t understand was why high-quality mattresses cost a fortune.

The price gap between manufacturing and retail was absurd. That’s when he turned to his ‘HelpChat’ colleague, Chaitanya Ramalingegowda.

Chaitanya’s Road to Reinvention

Chaitanya had seen a different side of entrepreneurship. In 2011, he left a cushy consulting career to pursue entrepreneurship, but reality hit hard. His first dating app, built around shared experiences, flopped—India wasn’t ready. 

His second, a women’s online community, showed promise but soon became a struggle for survival. Both startups failed fast, draining his savings and pushing him to burnout.

By 2014, he shut it down, took up consulting to pay rent, and joined Helpchat as VP of Operations, carrying hard-earned lessons.

Two Founders and One Shared Vision

The aim was to disrupt an industry that desperately needed a wake-up call. Mattress shopping in India was stuck in the past.

Customers had to visit showrooms, bounce from one overpriced option to another, and haggle with salespeople who pushed whatever had the highest margins.

Quality came at a steep cost, and the process was anything but customer-friendly.

Disrupting the Sleep Market

Ankit and Chaitanya saw a chance to shake up the sleep market. The Direct-to-Consumer (D2C) wave was picking up, and if Casper could redefine bedtime in the US, why not India?

By cutting out mediators, they could deliver premium mattresses straight to consumers—at nearly half the price.
But there was just one tiny problem: trust.


Indians had only ever bought mattresses after physically testing them. Convincing people to buy online? Nearly impossible.

That’s when Wakefit’s game-changing strategy was born. Trust was missing. And Wakefit needed to build it—fast.
The solution?

A 30-day free trial. Sleep on it. If you don’t love it, return it—no questions asked.

That Kept Investors Tossing and Turning

Investors weren’t convinced. “What if customers never return it?” “What if they misuse it?” “Can you trust strangers?” The doubts kept piling up.

But Ankit and Chaitanya believed in their strategy. After all, the trust had once cost Chaitanya his savings. This time, he was betting on it to build an empire.

The doubts were plenty, but the risk paid off. Word spread like wildfire, and orders started rolling in.

Customers who would never have considered an online mattress purchase suddenly saw the appeal—premium quality at half the price, delivered to their doorstep, with zero risks.

Showroom Markups to Sleep Science

With an initial investment of just ₹30 lakh, they set up their manufacturing unit, sourced high-quality raw materials, and started making premium memory foam mattresses—without showroom markups. 

But Wakefit wasn’t just selling a product; it was selling a revolution in sleep.

The duo personally handled deliveries for their first 100 customers, listening, learning, and tweaking everything from firmness to packaging.

Every insight helped refine their products, shaping Wakefit into a brand that Indians could finally trust.

Wakefit’s Sleepy Yet Smart Marketing

No expensive TV ads or over-the-top celebrity endorsements. Instead, Wakefit leaned into humor, relatability, and digital-first storytelling to win hearts.

Their quirky campaigns—like an insomniac chatting with his mattress—struck a chord with millennials and Gen Z. But the real game-changer? Their commitment to making sleep a serious (yet fun) conversation.

Take Kumbhkaran, Wakefit’s Chief Sleep Officer—a character so dedicated to rest that he even has a LinkedIn profile. Emails, newsletters, and customer communication added a playful, personal touch to the brand. 

Then there’s BaaBaa, the sheep, the #KnowMoreSleepBetter campaign. Wakefit’s BaaBaa became the friendly face guiding customers toward better sleep.

And if that was not enough, then Wakefit’s Sleep Internship—paying people to sleep and research their products.

Now in its fourth season, the initiative has drawn applications from across the globe.

To Rocket Growth

Wakefit was growing fast—revenue shot up from ₹6.75 crore in FY17 to ₹80 crore in FY19. But there was a catch. Despite impressive numbers, no VC wanted to invest.

Chaitanya pitched to 42 investors—all declined. The breakthrough came in December 2018 when Sequoia saw the potential and backed Wakefit.

More funding followed—₹185 crore in Series B (2020) and ₹200 crore in Series C (2021). With the fresh capital, Wakefit scaled aggressively, investing in R&D, manufacturing, and expanding product lines.

By 2022, Wakefit had crossed ₹600 crore in revenue. Today, it’s a ₹2,280 crore brand—a leader in India’s sleep industry.

The Comfort Revolution

Wakefit wasn’t just selling mattresses anymore. It was redefining how India sleeps. The brand expanded into pillows, furniture, and even sleep-tech devices.

Customers could now buy ergonomic sofas, study tables, bookshelves, and coffee tables to make homes more comfortable.

The D2C model continued to be Wakefit’s biggest strength. By eliminating mediators, they kept prices 50% lower than competitors, making premium sleep solutions accessible to millions.

Their 22 experience centers across significant cities allowed customers to explore products firsthand, strengthening trust further.

Gurukul, Carpentry & The Future of Wakefit

Wakefit is not slowing down. To maintain quality while scaling, the brand launched Wakefit Gurukul—a training program for 200+ carpenters, ensuring craftsmanship at every level.

With nine dedicated factories, a product range expanding beyond sleep, and a relentless focus on innovation, Wakefit aims to build India’s comfort ecosystem.

A meal without papad? That’s like childhood summers without mangoes, monsoons without chai, or a wedding without dance—simply incomplete! That golden, crispy bite isn’t just food; it’s a memory in every crunch, a taste of home that brings back moments of laughter at the dinner table and the comforting aroma of a mother’s kitchen. For decades, it has added texture to meals, warmth to family traditions, and nostalgia to every bite.

Who says success needs a fancy office or a corporate plan? Sometimes, all it takes is a handful of ingredients, a pinch of determination, and a terrace full of dreamers. Here’s how a simple homemade snack became a ₹1,600 crore legacy

Are you curious to know the story? Read on

Sisterhood & A Dream

In 1959, seven women – Jaswantiben Popat, Parvatiben Thodani, Ujamben Kundalia, Banuben Tanna, Laguben Gokani, Jayaben Vithalani, and Diwaliben Lukka, with a shared vision gathered on a humble terrace in Girgaon, Mumbai. 

A kind-hearted social worker, Chhaganlal Parekh, lent them ₹80, and with that modest investment, they crafted their first batch of papads—just four packets worth.

Their first sale was to a local shop, and soon, word spread. The quality spoke for itself, and more stores began stocking their papads.

They sold a little over Rs 6,000 worth of products in their first year.

Of Collective Ownership

Lijjat’s model was radical: profit was never the primary goal, and empowerment was.

They practiced collective ownership, where every Lijjat sister, regardless of age, caste, or religion, had an equal stake in the business. 

Profits and losses were shared. There was no hierarchy, no corporate overlords—only women building their future together.

This wasn’t charity. It was dignity. It was economic freedom. And it worked.

Built for Women, by Women

As demand soared, Lijjat redefined the concept of a supply chain—one designed around its sisters, not the other way around.

Instead of sprawling factories, homes became production hubs, allowing women to earn without leaving their families. 

Each day, flour arrived at a central location where the dough was prepared and distributed to women who came by company buses to collect it.

Back home, they rolled, dried, and packed the papads, delivering them the next day in exchange for a fresh batch. 

Surprise quality and hygiene checks ensured unwavering standards, while aluminum papad makers brought uniformity.

An Identity

By 1962, the growing venture needed a name. A public contest gave birth to Lijjat, meaning ‘tasty’ in Gujarati. But this was never just about taste—it was about transformation.

Shri Mahila Griha Udyog Lijjat Papad symbolized self-reliance, proving that financial independence could be achieved without compromising family responsibilities.

Stereotypes, One Crunch at a Time

Post-independence India wasn’t kind to women in business. The founders faced skepticism, gender biases, and financial roadblocks.

Banks refused to back a company run by housewives, so they relied on the community’s strength, reinvesting earnings and growing organically.

Even though everyone around them raised doubts about their business model, they didn’t wait for approval—they built their economy. 

The Magic Ingredient?

Lijjat wasn’t just selling papads; they were selling trust. There are no shortcuts, no diluted recipes—just pure, traditional goodness.

While competitors dabbled in mass production, Lijjat kept things personal. 
Each papad was handcrafted with a unique spice blend, preserving its authentic taste in every bite.

Lijjat Papad soon became the default choice in homes, roadside dhabas, and five-star hotels.

The Jingle That Made India Crunch

What’s more iconic than Lijjat Papad? That fluffy white rabbit and the legendary “Karram Kurram” jingle!
The cooperative took a leap into advertising with ventriloquist Ramdas Padhye, who introduced the Lijjat Bunny—a happy, crunchy mascot that symbolized joy. 

At first, the cooperative was unsure, but after seeing a live puppet show, they agreed. The jingle became a catchy tune, forever connecting Lijjat with crispy, delicious bite.

Snacks to Global Sensation

Lijjat’s legendary crunch has gone global, reaching over 25 countries, from the USA to Australia—because home is just a bite away.

With 1.3 crore papads rolling out daily, ₹1,600 crore in revenue, and 45,000 women powering it all, this is more than a business—it’s a movement.

In A Crunchy Market

With competitors like Haldiram’s, Bikaji, and regional papad makers, Lijjat has held its ground with unbeatable affordability, trust, and cooperative strength.

Unlike FMCG giants, its secret sauce is community-driven ownership—every woman working at Lijjat is also an entrepreneur.

The Expanding Lijjat Menu

Lijjat isn’t just about papads anymore—it has grown into a household name for various culinary delights. From ready-to-cook staples like khakhras, vadi, and whole wheat chapatis to aromatic spices and masalas, its offerings have expanded to match India’s diverse palate. 

The brand also serves crunchy snacks like sev, gathiya, pani puri papdi, and essential pantry staples like whole wheat flour and besan.

But beyond flavors, this expansion is about something more significant. It’s about empowering generations, believing that tradition and entrepreneurship can go hand in hand. 

Hasn’t buying eyeglasses been such a hassle for the longest time? It was as if multiple store visits because of a limited collection, steep prices, and the constant struggle to find the right fit weren’t enough, and one had to deal with long waits to get the order. Not to mention choosing between style and affordability and compromising on one of the two!

But then came a vision that changed it all. More than just an eyewear brand, it reimagined how people choose, try, and buy glasses, making the experience a cakewalk, affordable, and available anytime, anywhere.

But this isn’t just a business story. It’s a story of revolution – of an engineer-turned-entrepreneur who dared to bring clarity to an age-old industry.

Curious to learn more? Read on

From Microsoft to Basement Hustles

You’ve made it if you land a job at Microsoft, especially in the US. At least, that’s what most people would think.

But for Peyush Bansal, the dream job felt more like a detour. “Microsoft was all about ushering in revolutions and consumer obsession,” he recalls.

He wanted to create something that genuinely changed lives. Kuch disruptive karna tha. So, in November 2007, he did the unthinkable: He quit his job, packed his bags, and flew back to India.

With ₹25 lakh in savings and an idea, he set up shop in the basement of his parent’s house in South Delhi. His first venture?

SearchMyCampus, an online classifieds platform for students looking for jobs and housing. It had a heart. It had a purpose. But it didn’t have profit.

One year in, he realized the hard truth: the numbers weren’t increasing. He needed a new plan.

The Birth of Lenskart

His next move? Flyrr, is an online eyewear platform catering to the U.S. market. This time, things clicked. By mid-2010, Flyrr was making $100,000 a month. The business was scaling, but something was off—he had no control over operations.

Suppliers weren’t listening to customer complaints. Orders were delayed. The cracks were growing. That’s when a thought hit him—what if he adapted this model to India?

The idea made sense. Millions of Indians needed prescription glasses, but buying them was a bad experience: overpriced, outdated, and inconvenient.

His team was all in. And just like that, in November 2010, Lenskart was born.

Seeing Through the Doubt:

The biggest hurdle? Convincing people to buy glasses online. Eyewear wasn’t like books or clothes—you couldn’t just click ‘Add to Cart’ without trying them on.

To erase that fear, Bansal pulled two bold moves – A 14-day ‘No Questions Asked’ return policy (which later became a year) and a dedicated call center to assist customers.

It worked. Sales started climbing. Then, in early 2011, IDG Ventures—the same investors who backed Myntra—came knocking.

Titan Eye Plus had already proven eyewear was a big business. But Lenskart’s online-first approach? That could be even bigger.

Bansal thought he needed ₹1-2 crore. The VCs had a different number in mind: $4 million (₹22 crore). The deal was done. 

The Multi-Store Experiment

There was one condition—the investors wanted Lenskart to expand beyond glasses.

Why stop at eyewear when you could also sell bags, watches, and jewelry? BagsKart, WatchKart, and JewelsKart were born within six months. And business boomed.

Revenue shot from ₹30 lakh to ₹10 crore by 2013. But while the new ventures were making money, they were also bleeding cash.

Lenskart was the only profitable part of the entire lot – ₹1 crore profit on ₹2 crore in sales. Bansal was at a crossroads. Did he follow the money or his mission?

The Ronnie Screwvala Moment

Enter Ronnie Screwvala, media mogul and serial entrepreneur. In January 2013, over a quiet breakfast meeting in Mumbai, he asked Bansal a simple question:

“What do you want to build?”
The answer came instantly—”I want to revolutionize eyewear.” “Then shut everything else down,” Screwvala said. Bansal hesitated. If he did that, investors might walk away.

“Don’t worry,” Screwvala assured him. “Shut them down, and I’ll invest more—at the same valuation.”
It was a moment of clarity.

Bansal took the leap. BagsKart, WatchKart, and JewelsKart were gone overnight. And Lenskart became the only focus.

From Clicks to Bricks

With all focus now on Lenskart, the next challenge was clear—cracking offline retail. People still believed, ‘try before you buy.’

So, Lenskart took a bold approach, blending online convenience with offline experience. 

Virtual try-ons and home eye tests made online shopping seamless, while physical stores helped bridge the trust gap.

AI-driven recommendations and precision-fit lenses ensured customers got the perfect pair every time. 
It wasn’t just about selling eyewear but changing how India shopped for it.

Blurred Losses to Crystal

The hybrid approach wasn’t just innovative—it was unstoppable.
By 2017, Lenskart had ₹179 crore in revenue—but losses of ₹262 crore.

But instead of slowing down, the company doubled down—cutting costs, improving operations, and refining its model.

One year later, the numbers flipped. Losses dropped to ₹118 crore, and revenue jumped to ₹292 crore. The breakthrough had arrived.

The Billion-Dollar Leap

December 2019 marked a milestone—Lenskart entered the unicorn club, raising $231 million from SoftBank.

And in 2020, for the first time—Lenskart turned a profit.
From a basement startup to a ₹1,400 crore business, the company had changed how India saw eyewear.

Reaching over 100,000 customers a month through www.lenskart.com and 1,400+ uniquely designed stores,

Lenskart is today a global powerhouse with a 69% gross margin—not by hiking prices but by relentlessly innovating.

Is 20/20: Lessons from the Journey

Success didn’t come without stumbles, and Bansal is the first to admit it. Early on, Lenskart’s high margins made cost-cutting an afterthought, leading to rising overheads and inefficiencies.

At the same time, while customers remained the priority, employees didn’t get the same focus.

External hires were favored over homegrown talent, and Lenskart started resembling big corporations rather than staying true to its roots. 

It took time to recognize these missteps and even longer to fix them, but Bansal knew that, like the perfect pair of glasses, a great company needs the right fit—inside and out.

Beyond Eyewear

Lenskart isn’t just about selling glasses—it’s about redefining vision.
From affordable pricing and free eye check-ups to cutting-edge tech and stylish designs, Lenskart ensures that clear sight is not a luxury but a right.

What started as a tiny basement hustle is now a billion-dollar brand. And if there’s one thing this journey proves, it’s that the right vision can change everything.

Have you ever tried having a serious conversation with your dog or cat? Sure, they tilt their head, wag their tail, and look at you like you’re the most interesting person. But the moment you turn away, they’re busy chewing on your socks, your furniture or worse – your favorite designer bag. Finding a chew toy or a cozy bed they actually prefer over your belongings? Now that’s the real challenge.

For one devoted pet parent, this struggle ignited a vision. What began as a search for better products for her furry companion has become one of India’s most trusted names in pet care.  Here’s how unconditional love, relentless hustle, and a sprinkle of madness turned into a booming ₹100 crore business, transforming pet care for Indians.

Are you curious to know the heartwarming story? Read on

Who Sparked a Legacy

It all started in 2008 when Rashi Narang welcomed home Sara—a beautiful Labrador who instantly became family.

Like any doting pet parent, Rashi wanted the best for her pup: soft beds, fun toys, and accessories that weren’t just “functional” but fabulous.

The problem? India’s pet care market was as bland as an unsalted biscuit. It was a sea of boring, low-quality products that neither looked good nor felt comfortable. 

So, Rashi rolled up her sleeves and decided to create them herself. Heads Up For Tails (HUFT) was born out of a simple, heartfelt mission: to give pets the love and comfort they deserve.

Passion vs. Reality

Passion? Check.
Purpose? Double-check.
Profits? Well, not so much.

The early days were tough. Rashi tried everything—from online sales to kiosks in malls—hoping to find fellow pet parents who cared about quality as much as she did. But India wasn’t quite there yet.

Many dismissed the idea of “premium pet products” as unnecessary. “It’s just a dog bed, why so fancy?” was a common refrain. But Rashi knew better. Pets weren’t just pets—they were family. And family deserves the best.

Over a Reluctant Market

When Rashi approached vendors, most of them were baffled. She laughs, “A lot of vendors were offended because I was asking them to build products for cats and dogs.”

Determined, she took her products to nearly 200 pet stores—and every single one refused, convinced they wouldn’t sell. 

So, she switched gears and began selling directly to customers through pop-up stores and a small standalone store. As customers learned more about quality pet care, Heads Up For Tails expanded its reach by launching its website.

Brick-by-Brick (and Bark-by-Bark)

As pet ownership grew across urban India, Heads Up For Tails slowly found its tribe.

With handcrafted beds, stylish collars, and thoughtfully designed toys, the brand became synonymous with quality pet care. 

It wasn’t just about selling products; it was about understanding pets’ needs and speaking the language of love every pet parent knew by heart.

From introducing orthopedic beds for senior dogs to launching interactive toys that made tails wag non-stop, Heads Up For Tails became the go-to for conscious pet parents. 

Challenge & A Game-Changing Merger

In 2009, Rashi’s husband was transferred overseas, and she had to move with him. She continued running the business remotely.

The team was tiny, and there was no funding. Despite the distance and challenges, Rashi stayed committed.

When she returned to India in 2016, Heads Up For Tails hit a turning point with a significant merger with Bengaluru-based Paws, The Pet Store.

This brought Sandeep Atmaram and Ridhima Coelho on board as co-founders.

Lessons & Online Leaps

When the world paused during the pandemic, pet parents hit “add to cart.”

As families spent more time at home, they realized their pets needed more than belly rubs— mental stimulation, comfy spaces, and healthy treats.

Heads Up For Tails was ready. The brand doubled down on e-commerce, expanded its product lines, and became a lockdown hero for thousands of pet parents.

Sales skyrocketed, and Heads Up For Tails emerged as a category leader in India’s $490 million pet care market.

New Milestones: Spas, Training & More

Rashi’s vision went beyond toys and treats. After a few disastrous spa visits with her dogs, she changed the ecosystem.

In 2017, Heads Up For Tails opened its first spa in Bengaluru after raising $37 million (₹277 crore) in a Series A funding round led by Verlinvest and Sequoia Capital. 

Today, there are 68 pet spas across India, with staff trained in animal behavior and communication. We recruit people and train them from scratch to become groomers; we teach them everything to do with dogs and cats, how to communicate with them, body language, etc,” Rashi explains.

Unlike conventional spas that use muzzles, Heads Up For Tails prioritizes stress-free experiences for pets.

All the Way to ₹140 Crore

With over 90 stores across 18 different cities in India and a robust online presence, the company is now more than just a pet care brand—it’s a community.

They’ve expanded into grooming services, launched natural pet foods, and introduced products that cater to cats, birds, and even small animals.

What sets Heads Up For Tails apart? It’s the genuine love for pets that runs through the company’s DNA. Each of the 400 first Indian products is crafted with care.

Every innovation stems from real pet-parent insights, and every decision prioritizes animal welfare.

 A Heart for Every Paw

For it’s never just about products—it’s about compassion. The HUFT Foundation partners with NGOs to support street animals through sterilization drives, feeding programs, and adoption initiatives.

They’ve donated 18,500+ jackets and 2,500+ beds to keep animals warm and raised ₹1.35 million through the HUFT Dogathon for community welfare, proving that small acts of kindness can create a ripple effect of change.

Is Paws-itively Exciting!

As more Indians welcome pets into their homes, Heads Up For Tails is ready to meet their needs—whether it’s with a new line of eco-friendly toys or expert pet care advice.

The goal? To make India the best place to raise happy, healthy pets.

From Sara’s lonely puppy days to becoming a household name in pet care, Heads Up For Tails proves that when you follow your passion, success is more than just possible—it’s inevitable.

A thoughtful gift speaks volumes. It can say “I love you,” “I miss you,” or even “I messed up” without a single word. But finding the perfect bouquet or a significant gift was impossible years ago. Florists offered limited choices, creativity was often missing, and there was no reliable way to send that special gift to someone you cared about.

But what if a gift could do more than bring joy in the moment? This is the story of one young man in Delhi who, driven by frustration, turned a fleeting wish into something extraordinary. The search for the perfect bouquet has since blossomed into India’s largest floral and gifting brand, spreading love and joy, one petal at a time. 

Are you curious to know more? Read on

Where You Are Planted

Vikaas Gutgutia didn’t just grow into the flower business—he let it take root in him.

Raised in a small village in Bihar, he watched his father and uncle trade flowers, but it wasn’t until he moved to Kolkata for his studies that he truly saw its potential.

His uncle owned the city’s first air-conditioned flower shop, and young Vikaas was captivated. The chilled interiors, the delicate artistry of bouquet-making, the way flowers could be arranged like poetry—it was a world unlike any he had known.

Curiosity soon blossomed into an obsession, and hours spent in that shop unknowingly shaped the future of India’s gifting industry.

That Sparked a Revolution

When Gutgutia moved to Delhi, he wanted to impress his girlfriend with a bouquet that truly expressed his feelings.

But the local florists had nothing beyond boring, run-of-the-mill arrangements. No creativity. No presentation. No experience.

That moment of frustration became his lightbulb moment. Why weren’t flowers being treated as a luxury? Why was there no premium gifting experience? What if he could change that?

The Birth of Ferns N Petals

With Rs 2.5 lakh borrowed from a friend, Gutgutia took the leap in 1994 and opened the first Ferns N Petals store in South Delhi. It was tiny, just 200 sq. ft., unlike anything Delhi had seen before.

No roadside flower stalls. No hurried transactions. Instead, it was an air-conditioned store with curated floral designs, elegant wrapping, and an experience that made gifting feel special.

And people noticed.

In the Path, but the Roots Were Strong

Success wasn’t instant. Just as the store started gaining momentum, the Delhi government shut it down.

But Gutgutia wasn’t ready to let his dream wither. Armed with a cordless phone, he began taking orders remotely and explored new ways to grow the business.

That’s when he saw an untapped goldmine—Delhi’s grand wedding industry. He collaborated with banquet halls, event planners, and luxury hotels, offering floral décor for lavish celebrations.

His big break came in 1997 with a contract from Taj Palace Hotel, putting FNP on the map.

By 2001, the business became profitable after seven years of grit and perseverance. And once it bloomed, there was no looking back.

From Flowers to Full-Blown Celebrations

With Delhi conquered, Gutgutia took FNP national. What started as a single flower shop became a thriving chain across major Indian cities.

But he wasn’t just selling flowers anymore—he was selling experiences.
FNP introduced cakes, chocolates, greeting cards, and personalized gifts, expanding its reach beyond bouquets.

It built an e-commerce platform, ensuring nationwide delivery and turning last-minute gifting into a seamless experience.

Soon, Ferns N Petals wasn’t just about sending flowers but about owning the entire gifting ecosystem.

But Grand Gestures

Scaling the gifting industry was just the beginning. Gutgutia saw an even bigger opportunity—weddings.
FNP Weddings was born to offer high-end floral décor and end-to-end wedding planning services.

The brand became synonymous with opulence, handling everything from extravagant floral installations to full-scale event execution.

Another surprise came: FNP Water, a premium drinking water brand launched in 2018 and served exclusively at FNP wedding venues.

A bold move? Maybe.
But it proved that Gutgutia wasn’t just building a gifting company but creating an empire.

Roses, Retail, and Rapid Deliveries

FNP continued to evolve, expanding into luxury floral decor with FNP Tahiliani, launching a school for floral design, and setting up exclusive retail outlets.

Then, in 2021, one of its most ambitious moves was a 30-minute delivery service across 36 cities, including tier-2 and tier-3 markets.

The idea was simple: make gifting as fast as ordering food. With this, FNP became India’s fastest and most reliable gifting service, setting a new industry benchmark.

The Cake Takeover

While flowers were its foundation, FNP’s cake business became an unexpected blockbuster.

In India, there are five cake shops for every flower shop, and Gutgutia saw the potential before anyone else.

Today, FNP operates 300 flower outlets in 120 cities and 50 Cakes N More outlets across 25 locations, making it a leader in floral and confectionery gifting. The shift wasn’t just strategic—it was brilliant.

Ready for the Spotlight

With $86 million in revenue, FNP is now eyeing its next big milestone—an IPO.

The company is also expanding deeper into Tier 1 and Tier 2 cities and even stepping into the luxury hospitality sector with a chain of five-star hotels.

What started as a single flower shop in 1994 is now a global gifting powerhouse, proving that dreams do bloom with the right vision, resilience, and a little bit of floral magic.

Late-night hostel hangouts, post-exam feasts, movie marathons—none of these best memories were ever quite complete without pizza, right? And let’s not forget those “Who stole my slice?!” fights with roommates or siblings when you found an empty box in the fridge. Pizza has never just been food—it’s a mood and the secret ingredient to unforgettable memories.

But who says only the big international chains can ‘dough’ it right? Here’s the story of a homegrown brand that built a ₹1,000 crore pizza empire, giving the global giants a taste of their crust.

Are you curious to know more? Read on

Of Dough & Delicious Pizza

It was 2010 in Chandigarh where a techie lived the classic Indian middle-class dream with a steady job at HCL.

But he was also on a quest for two things—delicious pizza options and to run a business. So, he decided to combine both and open his pizza store. 

Pizza is Born

In 2011, the engineer took the plunge, with a ₹15 lakh loan from his father and a 120-square-foot ‘pizza booth’ called Pinocchio Pizza in the bustling Sector 9 of Chandigarh.

The techie was Sanam Kapoor, and this is his story and how he paved the way for La Pino’z. 

The Pizza Giants with Giant Pizza Slices

Dominos then had a 54% market share, followed by Pizza Hut and Papa John’s, and fast-food-loving millennials didn’t need another pizzeria.

Jumping into an industry worth ₹1,300 crore with no formal training in food or business, Sanam Kapoor had to shake things up. 

His idea? Bigger and cheesier pizzas for those who wanted a quick bite without committing to a whole pizza. 

Pinocchio Makes Way for La Pino’z

Sanam Kapoor saw an opening as Domino’s grew at a 46% CAGR and had 410 stores in 96 cities. India didn’t need just another pizza brand, but one that understood Indian taste buds.

That’s when Pinocchio Pizza became La Pino’z, which literally means “Giant Pizza Slice” in Italian.

The goal? To create a premium pizza experience that felt authentically Italian—without the hefty price tag—around ₹200, compared to ₹300 from the competitors.

Leaflets, Late Nights, & a Car for a Bedroom

Without the budget for large-scale marketing, Sanam Kapoor relied on hustle. Every night, after closing shop around 12:30 to 1:00 AM, he inserted La Pino’z flyers into newspapers by hand instead of spending lakhs on advertising.

Sanam slept in his car for three hours before returning to work in the morning. For months, his daily routine was an 18-hour grind.

The hustle turned into a bustle of pizza lovers as word-of-mouth spread like wildfire.

The Second Outlet & More Challenges

By 2013, La Pino’z was gaining popularity in Chandigarh, and Sanam opened its second outlet in Mohali. Sanam had franchised the brand and scaled from 1 to 50 outlets by 2015. 

The QSR boom 2016 (projected to grow at a CAGR of over 22%, building on its ₹9,100 crore foundation) had Domino’s and Pizza Hut giving big discounts. Australia’s Eagle Boys Pizza, South Africa’s Debonair, and Sbarro made the competition tougher. 

Sanam tackled this by listening to his customers. From selling only slices for around ₹80, Sanam introduced small whole pizzas for ₹49. Soon, medium and large pizzas followed, keeping up with industry standards.

He also gave franchises ‘Vegetarian Only’ options, which worked in his favor. For instance, Gujarat alone accounted for nearly 30% of La Pino’z outlets.

Over Quality, Royalty & Revenue Streams

Sanam caught some issues as he regularly visited franchise stores to keep a close eye on quality—outlets using a cheaper sauce or selling off the books to dodge royalty payments. 

Sanam knew he had to rethink the model. Instead of enforcing stricter compliance, he turned the challenge into an opportunity.

The genius move? La Pino’z didn’t just rely on royalties—it became a vendor to its franchises. 

Like Domino’s, most of La Pino’z’s revenue wasn’t from direct consumer sales and selling raw materials to franchisees. This “B2B grocery store” approach now accounts for 83% of total sales.

In Franchise Loyalty

Sanam slashed royalties from 8% to 4% to make the model even more attractive, splitting them equally between La Pino’z and local operators. 

But in return, franchises became locked into La Pino’z’s supply chain, sourcing everything—cheese, sauces, and dough—from the brand itself.

This move ensured consistency in quality while making La Pino’z a one-stop supplier for its own network.

A Scalable Empire

The result? A vertically integrated powerhouse where 65% of profits come from licensing fees and royalties, and franchises benefit from a system that empowers local operators while fueling rapid expansion.

La Pino’z didn’t just grow with this rock—solid foundation but dominated.

The Big Slice & 100 Outlets

The brand’s growth exploded; by 2017, La Pino’z had crossed 100 outlets across India.

A key turning point was the introduction of the “Big Slice”—a large, heavily loaded pizza slice that was filling and affordable. 

The concept found fans in college students and late-night food lovers, making La Pino’z the go-to pizza brand for the young and hungry. 

The Pandemic

With 200+ outlets by 2019, the real test came in 2020, when the COVID-19 pandemic forced restaurants to shut down.

Sanam Kapoor quickly adapted the business model once again, focusing entirely on delivery and takeaway.

While others struggled, La Pino’z thrived. By 2021, the brand had 300+ outlets, as investments in digital ordering and contactless delivery served customers even in lockdowns, helping La Pino’z take giant leaps.

Going Global

Sanam set his sights on international expansion. In 2022, La Pino’z went global, opening outlets in the UK, Dubai, Canada, Australia, and Tanzania.

This move positioned the brand as a rising force in the global QSR market.

A Pizza Powerhouse worth ₹1,000 Crore

La Pino’z generated ₹900 crore in revenue across all franchises in FY23.

With 700+ outlets in more than 7 countries, La Pino’z became India’s third largest homegrown pizza chain, and it’s a leading ₹1,000 crore brand today.

Now Serving More

The game-changer isn’t just stopping at pizza. In 2023, Sanam introduced Lord Petrick, a high-end brand for burgers and coffee.

Sanam wants Lord Petrick to do the same for burgers and coffee as La Pino’z did for pizzas. 

La Pino’z has gone from one slice to a pizza empire, and the dough just keeps rising!

In the heart of Mumbai, you’ve likely passed a landmark that has touched countless lives profoundly. In a time when cancer was a silent, stigmatized thief in India, taking loved ones without mercy, a visionary stepped forward with a bold, compassionate dream born out of his loss and suffering. However this dream seemed impossible—but it became a powerful reality in 1942.

For over 82 years, this sanctuary has transformed cancer care, pioneering breakthroughs that make treatment accessible to all. Beyond healing the body, it has nurtured communities, giving families hope and strength. Today, it stands as a symbol of compassion, innovation, and a relentless belief in the value of every life.

Are you curious how this incredible journey began? 

Adorned with Diamonds

Sir Dorabji Tata and Lady Meherbai Tata shared a deep bond built on love, trust, and a vision for India’s progress. 

On their second wedding anniversary in 1900, Sir Dorabji gifted Lady Meherbai the magnificent Jubilee Diamond—an exquisite 245.35-carat cushion-cut gem—as a symbol of his deep affection.

However, their love story was not just adorned with jewels but also defined by sacrifice and unwavering devotion.

That Saved an Empire

In 1924, when an economic crisis threatened the Tata empire, Lady Meherbai made the ultimate sacrifice for their shared dream.

Without hesitation, she pledged all her precious jewelry, including the cherished Jubilee Diamond, to secure a loan that saved Tata Steel and safeguarded the livelihoods of thousands of employees. 

Her selfless act, driven by love and commitment, ensured the survival of the Tata legacy.

Eventually, the pledged jewels were redeemed, but Lady Meherbai’s sacrifice became a timeless testament to the power of love and dedication in shaping a nation’s destiny.

A Greater Tragedy Strikes

Not yet 50, Lady Meherbai was diagnosed with cancer, a cruel illness that drained her strength, her vitality, and, ultimately, her life. 

Sir Dorabji did everything humanly possible to save her. He sought the best doctors in the country and traveled worldwide for the most skilled physicians. Yet, despite his relentless efforts and unwavering love, there was no respite.

Mehri passed away, leaving behind a grieving husband whose heart remained forever bound to the love they shared. 

In Her Memory

Heartbroken but determined, Sir Dorabji envisioned a world-class cancer center in India that would offer hope and healing to countless others facing the same fate.

He formulated a trust to fund this mission, but he passed away in 1932 before seeing it come to life. In 1937, his heirs sold the Jubilee Diamond, with the proceeds added to the Sir Dorabji Tata Trust.

Takes Shape

This financial backing paved the way for Tata Memorial Hospital (TMH), which opened its doors in Parel, Mumbai, on February 28, 1941, under the leadership of Nowroji Saklatwala and later J.R.D. Tata.

What started as an 80-bed facility soon became a symbol of hope for cancer patients across the country.

Early Hurdles

The early years were tough. Awareness about cancer was low, trained professionals were scarce, and funding was a constant challenge.

Yet, a team of dedicated doctors, nurses, and staff believed in the mission—that quality cancer care should be accessible to all. 

Slowly but surely, TMH introduced groundbreaking treatments and research, positioning it as a pioneer in India’s fight against cancer.

Loss into Legacy

For Ratan Tata, the battle against cancer was deeply personal. Having lost both his parents to the disease, he made it his mission to revolutionize cancer care in India. 

Under his leadership, Tata Trusts expanded TMH’s reach, establishing cancer centers across multiple states. This ensured that world-class treatment was no longer a distant dream for millions.

Horizons

From its modest beginnings, TMH has grown into a comprehensive network of cancer care and research.

Facilities like the Advanced Centre for Treatment, Research, and Education in Cancer (ACTREC) have set new benchmarks in treatment and research. 

Today, TMH treats thousands of patients annually, offering holistic care and integrating new technologies to improve patient outcomes.

Cancer Care Accessible

Cancer treatment can be financially draining, and TMH understood this challenge early on.

Through outreach programs, mobile clinics, and free screening camps in remote areas, the hospital took cancer care to the doorsteps of underprivileged communities. 

Subsidized treatment options and financial assistance initiatives ensured that no one was denied treatment due to lack of funds.

Amidst Challenges

Despite growing competition, TMH has not just survived—it has thrived. Strong global partnerships, cutting-edge technology, and continuous training of medical staff have solidified its position as a leader in oncology. 

TMH focuses on affordable, accessible care, ensuring that the best treatment reaches the masses at subsidized rates.

Cancer Care Across the Nation

Tata Trusts extended their reach in regions like eastern India, where cancer care facilities were scarce.

In 2012, Tata Medical Centre was launched in Kolkata.
affordable treatment to thousands. 
Today, over 20 cancer hospitals are under TMH across seven states, each reinforcing the hospital’s unwavering commitment to healing and hope.

A Global Influence

TMH’s reputation has grown beyond national borders. Collaborations with global organizations like the WHO and IAEA have helped it stay at the forefront of research and innovation. 

With modern facilities and a patient-centric approach, TMH stands as a beacon of excellence in oncology, inspiring hope worldwide.

Of Cancer Care

Understanding the limitations of reaching every patient through standalone hospitals, TMH proposed an ambitious hub-and-spoke model.

Approved by the Centre, this plan envisions 30-40 hub cancer centers across India, each catering to 5-7 crore people, supported by multiple spoke centers reaching at least a crore each. 

Several AIIMS centers may act as hubs, while TMH’s existing hospitals will also play critical roles. TMH operates nine hospitals across India, with two more under construction in Khopoli and Bhubaneshwar.

The Khopoli Hospital is groundbreaking, integrating Ayurveda with allopathy to offer holistic cancer care.

Of Hope and Healing

What started as a personal tragedy transformed into a life-changing mission. Tata Memorial Hospital’s journey—from a heartfelt tribute to a global leader in cancer care—reflects the Tata family’s unwavering commitment to society. 

Remember learning to ride a bicycle? Those first shaky attempts were scary, but the steady hand behind you, saying, “I’m here,” made all the difference. That promise of support gave you the courage to keep going.

Imagine having that kind of reassurance throughout life. For millions of Indians, one name has been that steady hand, offering trust, care, and security for over 65 years. With its motto, “Yogakshemam Vahamyaham” (“Your welfare is our responsibility”), it has become a symbol of unwavering support.

Curious how this journey of trust began? Read on

Of Indian Insurance

In the early 19th century, life insurance in India carried a strong bias. When it arrived in 1818, it catered exclusively to European lives. Indian lives were considered “sub-standard,” burdened with exorbitant premiums, and often denied fair coverage. 

Change, however, began to take root in 1870 with the Bombay Mutual Life Assurance Society, which dared to offer Indians policies at par with their European counterparts.

Movement Igniting The Spark

The Swadeshi movement of the early 1900s, championing self-reliance, ignited a surge of Indian-owned insurance companies like Bharat Insurance, Hindustan Co-operative Insurance, and Swadeshi Life.

By the mid-20th century, the sector was bustling but fragmented, with over 200 companies and continuous financial instability.

In response, the Indian government passed the Life Insurance Corporation of India Act in 1956, nationalizing the industry. This move unified 245 entities under one banner, and the Life Insurance Corporation of India (LIC) was born on September 1, 1956.

With ₹5 crore from the government and the motto “Yogakshemam Vahamyaham” (“Your welfare is my responsibility”), it quickly became a leader in driving a national transformation.

A Nation, One Policy At A Time

A dual mission marked LIC’s early years: providing financial security and nation-building. Its investments fueled public sector projects—from constructing steel plants and power stations to establishing IITs and housing initiatives. 

During the 1965 Kashmir conflict, it injected ₹5 crore into the stock market to stabilize the economy.

By the 1970s, life insurance corporation wasn’t just insuring lives but strengthening India’s dreams.

Adding The Human Touch

The 1980s brought unique challenges. In a sluggish economy, insurance seemed a luxury, yet it persevered. 

Field agents became the lifeblood of its operations, traveling to the remotest corners—by bullock carts, trains, or on foot—to spread the message that insurance was both a safety net and an investment. 

With campaigns like “Zindagi ke saath bhi, Zindagi ke baad bhi,” the corporation reshaped how Indians viewed insurance, focusing on security for families.

Amid Competition

From 1956 to 2000, the corporation operated as the only life insurance company in the country, ensuring that it became deeply embedded in the lives of millions of Indians.

The liberalization of the insurance sector in the 2000s saw a surge in private players. But it was prepared. 

Between 2000 and 2006, it added over 5 lakh agents and diversified its offerings, catering to rural laborers and affluent professionals.

By 2007, despite fierce competition, the corporation commanded 72% of new policy sales.

That Focused on Real People

The life insurance corp’s marketing strategies remained grounded. From personal selling and rural awareness campaigns to sponsoring national events, its focus on connection over flashy advertising ensured enduring trust. 

By 2021, 12.08 lakh agents constituted 55% of all individual agents in India, a testament to the corporation’s unparalleled reach.

A Financial Powerhouse

The company’s growth trajectory has been staggering. From generating new business worth ₹200 crore in 1957, it crossed ₹1,000 crore in 1969-70.

By 1985-86, reorganization efforts pushed it past ₹7,000 crore in sum assured on new policies. 

Fast forward to 2022, its IPO raised a historic ₹21,008 crore, reinforcing its financial might.

Today, with assets exceeding ₹40 lakh crore, LIC is one of the world’s largest financial institutions.

Diverse Offerings

LIC’s portfolio spans a wide array of policies tailored to different needs. Its endowment plans include Jeevan Pragati, Jeevan Labh, LIC Single Premium Endowment Plan, New Jeevan Anand, and Aadhaar Shila. 

Jeevan Umang is a flagship insurance product. Money-back plans like Bima Shree, Jeevan Shiromani, Nthe ew Money Back Plan (20 and 25 years), and Jeevan Tarun cater to various life stages.

Pension schemes such as Pradhan Mantri Vaya Vandana Yojana, New Jeevan Nidhi, and Jeevan Akshay provide financial security for retirement.

That Reached The Globe

Beyond India, LIC has extended its presence to 14 countries, catering to the insurance needs of Non-Resident Indians.

The organization oversees eight zonal offices, 113 divisional offices, and 2,048 branches nationwide from its Mumbai headquarters. 

With a customer base of 290 million policyholders, LIC continues to dominate the global insurance landscape.

Caring for Employees Too

LIC’s commitment extends beyond customers. Programs like the Agents Housing Scheme and LIC-HFL provide housing loans for agents. 

Employee benefits include meal vouchers and other incentives. In 2010, LIC introduced a unique benefits plan based on hierarchical positions, showcasing its dedication to its workforce.

Beckons With Open Arms

LIC’s journey from insuring lives to building a nation exemplifies resilience, innovation, and an unyielding commitment to its people.

As it moves forward, LIC aims to strengthen its digital capabilities, expand global operations, and continue being a beacon of financial security.

It’s not just about insuring lives; it’s about safeguarding dreams and inspiring future generations.

For over 68 years, LIC has been synonymous with trust and security for over 130 crore Indians. Its iconic slogan, “I’m here,” captures the essence of its mission—to be a constant in the lives of its policyholders, from bustling cities to quiet villages.

You must remember the iconic ads featuring an elephant effortlessly balancing a towering stack of chairs or the heartwarming sight of a grandfather fixing his grandson’s broken toy. These weren’t just commercials—they were memories that became part of our childhood and DIY adventures.

But did you know behind these is the remarkable journey of a man who started his career as a peon and revolutionized adhesives?
Replacing traditional ingredients with innovation, he created products living in every carpenter’s toolbox, engineer’s blueprint, artisan’s workshop, and household across 72 countries. This is the story of how strong emotional and practical bonds built an adhesive empire of ₹1,48,712 crores.

Curious to know how it all began? Read on…

From Legal Briefs to Timber Yards

Born in 1925 in Mahua, Gujarat, Balvant Parekh’s path wasn’t paved with legal briefs. Despite a law degree, his heart yearned for something more.

The Quit India Movement’s spirit of social activism inspired him to leave his studies temporarily.

When he returned to Mumbai, life was tough. Struggling to find his footing, he took on various odd jobs. From working at a printing press to serving as a peon at a timber company, Parekh was no stranger to hard work.

He also ventured into importing bicycles, areca nuts, and paper dyes from the West, steadily building a reputation in trade. But it was in the timber yard that he finally found his calling.

Woodworking, Making Life Easy

While surrounded by the scent of sawdust and the rhythmic sound of carpenters at work, Parekh noticed the challenges they faced with traditional adhesives.

The messy, time-consuming process of combining wood with homemade glues deeply troubled him.

Determined to make life easier for these artisans, he envisioned creating an adhesive that would transform the woodworking industry across India.

A Brand From Local to National

In 1959, with his brother by his side, Parekh co-founded Pidilite Industries and launched its first product—Fevicol, a white synthetic resin glue designed for woodworking.

The product was an instant hit, revolutionizing how people thought about adhesives.

In 1963, the company opened its first manufacturing plant in Kondivita, Mumbai, which would remain its headquarters for years to come.

As Fevicol’s popularity grew, so did Pidilite’s reputation as a maker of high-quality, reliable adhesives. The word spread quickly: Fevicol wasn’t just another glue but a symbol of strength and trust.In 1963, the company opened its first manufacturing plant in Kondivita, Mumbai, which would remain its headquarters for years.

Meteoric Rise

Traditional methods and homemade concoctions dominated the adhesive market in India, and the idea of synthetic glue was foreign to many.

However, Fevicol’s superior bonding strength and ease of use quickly gained traction, particularly among carpenters and furniture makers.

With no major competitors, Fevicol rapidly established itself as the go-to product for anyone needing strong, reliable adhesives.

That Stuck Like Magic

Pidilite understood that a superior product wasn’t enough in a crowded market. They needed to form an emotional connection with their customers to succeed.

Remember the iconic “bus” commercial? Passengers defy gravity by holding onto a speeding bus held together by Fevicol. These campaigns subtly conveyed the core message: Fevicol was an invisible force holding everything together with unwavering strength.

Another classic showcased a fish unable to escape a Fevicol-coated wooden box – a simple yet powerful metaphor for its strength.

Over the years, Fevicol has blended cultural nuances with humor, making its ads not just about glue but about human connections and resilience.

Beyond Adhesives

As the years passed, Pidilite’s success with Fevicol strengthened its resolve to innovate further.

The company ventured into new categories like waterproofing with Dr. Fixit and arts and crafts with Fevicryl.

These products were designed to meet the needs of industries and cater to consumers’ evolving tastes.

Today, Pidilite’s diverse product range extends from industrial adhesives to DIY art supplies, creating a broad footprint across multiple sectors.

In the Face of Challenges

Despite its meteoric rise, Pidilite’s journey to success was not without obstacles.

The company faced stiff competition from global players and dealt with unpredictable fluctuations in raw material prices.

Yet, Pidilite demonstrated remarkable resilience at every turn, overcoming challenges with strategic innovation and adaptability.

To Digital and Pandemic Shifts

When the digital revolution began transforming customer interactions, Pidilite swiftly embraced e-commerce and social media to broaden its reach.

During the pandemic, as businesses worldwide struggled, the company adapted by launching DIY kits and positioning itself as a trusted provider of long-lasting solutions.

This ability to pivot and maintain strong connections with its customers successfully helped Pidilite navigate the crisis.

Relationships, Not Just Products

At the heart of Pidilite’s success was a commitment to its customers. While Fevicol might have been the company’s flagship product, it worked tirelessly to foster relationships with its core customer base: carpenters, masons, and artisans.

Training workshops, loyalty initiatives, and personalized engagement all contributed to building a sense of community.

For Pidilite, it was never just about selling a product but about becoming a trusted partner in their customers’ businesses.

Behind The Success

Today, Pidilite Industries operates in two primary segments: the Consumer and Bazaar (B2C) and Industrial (B2B). The Consumer and bazaar segment contributes 84% of the company’s revenue.

It includes a broad spectrum of products: adhesives and sealants (55%), construction chemicals (20%), and arts and crafts (9%).

Meanwhile, the industrial segment, which accounts for the remaining 15%, covers industrial adhesives, resins, and pigments.

Bonds, Shaping the Future

Looking ahead, Pidilite remains committed to its core principles of innovation, quality, and customer relationships.

With a steady focus on sustainable and eco-friendly solutions, Pidilite is poised to continue its legacy of creating products that simplify lives and build lasting connections.

The company will continue to invest in new factories and digital, route-to-market, and supply chain capabilities. Capital expenditure (capex) for FY25 will be around Rs 400-800 crore, which will be used to establish 3-5 new factories.

A Story of People and Purpose

In many ways, Pidilite’s story is more than just the story of a brand. It’s about the people behind it, their struggles, their dreams, and their unwavering belief in the power of creating something that sticks, not just in the market but in the hearts of those who use it.

Pidilite’s journey continues, and its future looks just as strong and resilient as the bonds it creates.

How often do you open your fridge and find yourself on a trip down memory lane? Those souvenir magnets—little time capsules from adventures in Thailand, the USA, France, or Egypt—each with a story to tell, a moment to relive. But take a closer look—how many of those magnets celebrate India, the world’s cultural treasure chest?

For one couple, this wasn’t just something missing; it was a chance to create something unique. They imagined India’s vibrant colors, iconic symbols, and rich heritage brought to life in fun, modern designs—souvenirs that could stand proudly next to any in the world. With no big ad campaigns, just creativity and the magic of social media, they built a brand that celebrated India and gave it a quirky, fresh twist.

Are you curious about the story behind this magnetic pull? Read on

Inspiration Like a Magnet

In 2009, Shubhra Chadda and Vivek Prabhakar were leading relatively stable lives. Shubhra, a marketing professional with a keen eye for design, and Vivek, an employee at an MNC, always nurtured a love for creativity and innovation.

Their journey as founders began with a shared passion for travel and discovery. Wandering vibrant markets abroad, they marveled at souvenirs that captured each place’s essence—magnets from Paris and trinkets from Bangkok.

Returning to India, they realized they could not find any modern, quirky products celebrating Indian culture with a fresh twist.
 
This question sparked the idea of Chumbak. Aptly named after the Hindi word for “magnet,” the brand aimed to pull people toward a new narrative of Indian design—colorful, contemporary, and brimming with character.

Thinking Big

Turning this vision into reality required bold decisions. Shubhra and Vivek sold Shubhra’s ancestral home to raise ₹45 lakh—a leap of faith that reflected their belief in Chumbak.
 
They started small, working out of their Bengaluru apartment and focusing on fridge magnets depicting everything from Bollywood icons to auto-rickshaws. These playful designs resonated with urban Indians and curious tourists alike.

The Hustle and the Kiosk

Their early days were marked by hustle and learning. Without manufacturing experience, they faced challenges of sourcing vendors, managing inventory, and maintaining quality.
 
A kiosk in Bengaluru’s Forum Mall became their first retail experiment, offering direct customer feedback that shaped their offerings.

Through Social Media

Social media, then an emerging tool, became their marketing lifeline. Bright, engaging posts created a buzz and turned word-of-mouth into a powerful growth engine.
 
Chumbak established a strong presence across platforms like Facebook, Twitter, and YouTube. Due to limited marketing budgets, it relied solely on social media to build brand recall.
 
Their approach was tactical, leveraging each platform’s strengths to engage customers and convey consistent messaging

Content that Made an Instant Connect

Chumbak was among the first Indian brands to feature in a global Facebook case study, underscoring its innovative platform use.
 
The brand prioritized accessibility and honesty in its communications, using forums to discuss market issues and platforms like LinkedIn and Twitter to maintain a direct dialogue with customers.
 
By publishing valuable and entertaining content tailored to its audience, Chumbak created a loyal following. They believed their followers sought content they enjoyed, not just promotional material, a principle reflected in every post.

Where Tradition Meets Modernity

At the heart of Chumbak’s success lies its design philosophy, which blends traditional Indian elements with contemporary design sensibilities.
 
The brand’s creative team, under Shubhra’s leadership, meticulously designs products that captivate the modern Indian consumer while remaining deeply connected to cultural heritage.
 
Every product tells a story, from whimsical elephant motifs to vibrant geometric patterns.

Trends with a Quirky Twist

This design approach set Chumbak apart from competitors and established it as a pioneer in India’s modern lifestyle space.

Collaborations with artists and designers further enriched their product offerings, making Chumbak a trendsetter in the market.

From Gifting to Lifestyle

Financial strain, production delays, and scaling challenges tested their resilience. But each obstacle brought clarity. To grow, they had to evolve from a niche gifting brand to a full-fledged lifestyle company.
 
In 2013, a $2 million investment from Seed fund became a turning point. This funding allowed Chumbak to expand its product range to include apparel, home decor, and accessories.
 
With skilled designers, better manufacturing processes, and more extensive marketing campaigns, Chumbak transitioned into a brand that defined urban Indian lifestyles

From Bengaluru to the World

By 2015, the company had launched its first experience store in Bengaluru, showcasing its complete range of products.

This was followed by a rapid expansion across India, with exclusive brand outlets in cities like Mumbai, Delhi, Chennai, and Kolkata.

The brand’s online presence also grew significantly, contributing to a substantial portion of its revenue. Platforms like Amazon, Flipkart, and its website became major channels for reaching customers nationwide.

During this time, Chumbak also ventured into international markets, gaining traction among Indian expatriates and global consumers who appreciated its unique design ethos.

Above the Competition

India’s lifestyle and retail sectors are highly competitive, with domestic and international players vying for consumer attention.

Chumbak’s ability to adapt to market dynamics has been a key factor in its continued success.

For instance, during the COVID-19 pandemic, when retail sales were severely impacted, Chumbak pivoted to strengthening its e-commerce operations and introduced home-office essentials to cater to its customers’ changing needs.

 Goals, Great Appeal

The company’s commitment to sustainability is another aspect that resonates with today’s conscious consumers.

By adopting eco-friendly production and packaging practices, Chumbak reduced its environmental footprint and aligned itself with global trends in responsible consumerism.

With G.O.A.T Brand Labs

By 2023, Chumbak had grown into a household name with over 30 stores across India, clocking a revenue of ₹71.13 crore.

It had also raised nearly ₹250 crore across 14 funding rounds, including a ₹2.9 crore investment in September 2022.
 
The same year, G.O.A.T Brand Labs acquired Chumbak, setting ambitious plans to scale the company to ₹500 crore by 2025.

The Future of Indian Design

Today, Chumbak’s product range includes home decor, fashion, accessories, and personal care products, catering to a diverse audience.

The brand’s future is equally vibrant: it will deepen its presence in Tier 2 and Tier 3 cities, expand internationally to Southeast Asia and North America, and leverage technology for innovations like augmented reality try-ons and 3D product visualization.

How often do we see a global luxury brand driven entirely by word-of-mouth, fueled by customers who love its authentic craftsmanship? At the heart of this journey is a man who never chased profits or markets. He didn’t even know how to read a profit-and-loss account for ten years. What fueled him was passion—pure, an unrelenting passion for creating something as natural and unpretentious as the life he cherished.

From earning ₹300 for his first creation to building a ₹188-crore empire spanning over 25 countries, this is the story of a man who didn’t seek the world but whose creations made the globe seek him.

Curious? Let’s dive in.

In a World of Unity

Dilip Kapur’s story begins in the idyllic, experimental township of Auroville.

Dilip, the son of parents who left a shoe business in Delhi to join the Aurobindo Ashram, grew up in an atmosphere of equality and creativity. Auroville’s openness starkly contrasted with the rigidity of his earlier life in Delhi.

Here, he thrived, embracing an education system free of exams and hierarchy that allowed him to explore his passions freely.

Across the Globe

At just 15, the horizons of Auroville felt too small for his boundless ambition. Armed with determination and an $8 allowance from the Reserve Bank of India, he headed to the United States.

A scholarship to Phillips Academy, Andover, began an academic journey culminating in a Ph.D. in International Affairs from Princeton.

But America, despite its opportunities, left him longing for a home and a more meaningful pursuit.

To A New Chapter Back Home

Returning to Auroville, now a flourishing oasis of 3 million trees, Dilip planted trees and participated in community planning.

Yet, his fascination with leather, sparked by a short stint at a leather goods company in the U.S., nudged him toward a new hobby: designing leather bags.

For Pleasure, Gifting by Surprise

Using vegetable-tanned leather—a sustainable alternative to chemical tanning—he began crafting unique, natural bags, the first of which was gifted to his family. Little did he know his hobby would soon take flight.

In 1978, a friend’s willingness to pay ₹300 for one of his designs surprised and inspired Dilip to launch Hidesign with just ₹25,000 and a single cobbler, Murugayan.

The brand name, which combines “hide” and “design,” reflects the marriage of natural leather and craftsmanship.

Borders For His First Break

Hidesign’s first big break came when a German buyer discovered the brand and ordered 1,400 bags. With only one cobbler, fulfilling even a fraction of this order was challenging.

Yet, they persevered, producing 200 bags in six months. This order became a turning point.

Word of Hidesign’s craftsmanship spread as friends and visitors carried Hidesign products to markets in Australia, the UK, and the U.S., where the brand resonated with a generation of rebels rejecting synthetic materials.

From Alternative Markets To Mainstream

Hidesign thrived in alternative markets for its first decade, catering to customers seeking authenticity and sustainability.

The brand’s big leap into the mainstream came from collaborating with John Lewis in the UK. The cultural shift toward casual and natural styles made Hidesign a global contender.

In 1992, Hidesign’s innovative “Boxy Bag” won the Accessory of the Year award, presented by none other than Princess Diana. This further solidified Hidesign’s growing reputation.

More Than Profits

Dilip readily admits his focus was on something other than financial gain. The joy of design trumped spreadsheets.

Only later, with the help of his son, a lawyer turned businessman, did Hidesign embrace the market’s complexities.

Marketing efforts were nonexistent. Hidesign’s story spread organically, fueled by passionate individuals who saw the brand’s potential.

Recognizing Hidesign’s unique identity, journalists played a key role in propelling it forward.

A Legacy in India

Though Hidesign started as an export-only brand, India became its largest market by 2000.

Struggling to find a distributor who understood the brand’s ethos, Dilip took matters into his own hands, opening exclusive stores in cities like Delhi and Bengaluru.

Today, India accounts for half of Hidesign’s sales. From a handbag brand to a lifestyle brand, Hidesign has expanded its portfolio to include wallets, belts, shoes, sunglasses, luggage, and jackets.

Its offerings reflect Dilip’s keen eye for evolving consumer trends, particularly the shift from functionality to fashion in accessories.

Over Discounts

Hidesign’s pricing strategy mirrors its commitment to quality. The brand avoids heavy discounting, focusing instead on craftsmanship and timeless design.

Its products are positioned as investments, appealing to customers who value authenticity.

A Vision for the Future

With over 1,400 employees, 102 exclusive stores, and a presence in 112 large-format outlets, Hidesign clocks annual revenues of ₹170 crore.

Under Dilip’s leadership and the creative guidance of Italian designer Alberto Ciaschini, the brand continues to innovate while staying true to its roots.

Thanks to the ever-present AQI, we’ve all become acutely aware of the air we breathe. While the world grapples with pollution, visionaries work tirelessly to change the game. One such visionary is a man who has been relentlessly pushing the boundaries of renewable energy, particularly solar power.

This inspiring individual has taken India’s renewable energy sector to global heights, challenging the dominance of even the biggest players.

Are you curious to know who this climate champion is?

Past Obstacles

Born in a small village in Maharashtra’s Buldhana district, Hitesh Doshi’s journey is one of grit and determination.

Growing up in humble circumstances, his father ran a modest grocery store, and the village lacked basic amenities like electricity and telephones.

Education beyond the 7th grade meant cycling miles daily to a neighboring village. Yet, these challenges only fueled Hitesh’s resolve to carve a brighter path for himself and his family.

 Books and Business

Believing education was the key to a better future, Hitesh pursued a bachelor’s degree in commerce from Shri Chinai College of Commerce & Economics, University of Mumbai, in 1987.

It was here that he recognized his entrepreneurial spirit and the need to break away from the traditional career path. Eager to lift his family from financial constraints, he juggled studies with entrepreneurial pursuits, exploring trading and small ventures.

And a Dream of Something Big

In 1985, Hitesh took his first entrepreneurial step, borrowing ₹5,000 from a relative to start a small trading business in pressure and temperature gauges. Balancing his studies with business, he earned a modest profit of ₹1,000 per month—enough to cover his college fees and living expenses.

This initial success pumped up his confidence and planted the seeds for what would eventually become a game-changing enterprise.

From Measuring Gauges to Measuring Impact

By 1989, Hitesh officially registered Waaree Instruments, marking the beginning of his entrepreneurial journey. Initially focused on manufacturing measuring instruments, he soon spotted opportunities for diversification, adding thermometers to the product line.

In 1992, he took a bold step forward, leasing a 300 sq. ft. space in Andheri to establish Mahaveer Thermo Equipments.

Meets Disruption

With just a ₹1.5 lakh bank loan, Hitesh Doshi invested in lath machines, built a small but passionate team, and took on the challenge of creating reliable industrial tools.

Rejections, strict certifications, and credibility hurdles in a high-stakes market didn’t deter him.

Strategic tie-ups with global giants like Dwyer Instruments and Keller helped Waaree Instruments earn trust, paving the way for exports to the U.S. and Canada by the mid-2000s.

To Solar Powering Dreams

Hitesh wasn’t one to settle. A 2007 trip to a solar energy expo in Germany sparked a bold vision—to revolutionize India’s solar sector.

That year, he founded Waaree Energies with a 30 MW facility in Surat, laying the groundwork for what is now India’s largest solar PV module manufacturer.

By 2010, Hitesh sold Waaree Instruments to the Swiss brand Baumer, channeling resources into scaling Waaree Energies.

The company rapidly expanded its manufacturing capacity to 250 MW and established international partnerships to deliver high-quality solar panels.

The Solar Storm of Challenges

Even as a leader in India’s solar industry, Waaree’s journey hasn’t been without hurdles.

The company has faced it all, from navigating steep price drops and Chinese dumping to weathering regulatory shifts and geopolitical risks.

Compressed margins, heavy reliance on the U.S. market, and fluctuating material costs have tested its resilience.

Yet, Waaree continues to adapt, innovate, and stay ahead in the ever-evolving solar landscape.

Beginning to Trailblazing Growth

From a modest start, Waaree now boasts a massive 13.3 GW capacity, dominating the Indian solar market with a 21% market share. And that’s not all! In just a few short years, it’s skyrocketed to become India’s largest solar module manufacturer and exporter.
 
With a remarkable 54% CAGR in revenue and a staggering 107% CAGR in net profit, Waaree has been growing, soaring to ₹76,964 crore in valuation.
 
Today, Waaree Energies boasts a manufacturing capacity of 12 GW, a presence in over 65 countries, and an extensive network of 350 franchise outlets that offer solar solutions for homes and businesses.

IPO Reflecting Investor Confidence

Waaree has always been a company that thrives on belief—belief in innovation, sustainability, and the power of renewable energy.

Its recent IPO wasn’t just another financial event; it was a moment that reflected investors’ immense trust in Waaree’s vision.
 
The IPO was oversubscribed 76 times, conveying that Waaree is leading India’s charge toward a greener future.

for a Cleaner, Greener Tomorrow

At its core, Waaree dreams big. It imagines a world where clean energy powers homes, businesses, and industries, reducing carbon footprints and creating a better tomorrow.
 
The company’s commitment to this dream goes beyond numbers. It’s personal, urging individuals to take charge of their energy needs.

Their tagline, “Solar lagao, Apni Bijli Swayam Banao – Atmanirbhar ban jao!” is not just a slogan—it’s a call to action, a movement to inspire energy independence.

 New Heights

Waaree’s ambitions don’t just stop at borders. The company is scaling its solar module manufacturing capacity from 13.3 GW to a massive 21 GW by 2027, ensuring it continues to lead from the front.
 
As it expands into global markets, particularly the US and the EU, Waaree is not just exporting solar technology; it’s exporting a vision of India as a powerhouse of clean energy solutions

A Hydrogen-Powered Future

While solar panels remain at the heart of their operations, Waaree is already looking to the future, exploring the vast potential of hydrogen energy. This ability to innovate, adapt, and think ahead makes Waaree more than just a business.