We’re thrilled to announce our very first AO’s 40 Under 40 list, celebrating the brightest young leaders making waves in the apparel sector! These trailblazers didn’t just survive crises – they turned them into golden opportunities, spotting gaps and creating game-changing innovations. In the process, they’ve set new standards and inspired the next generation of leaders. Their grit, determination and ambition prove that the future of India’s apparel industry is in great hands.
For instance, Taniya Biswas, Co-founder of SUTA, now works with more than 17,000 weavers and artisans. As the third-generation leader of Pooja International, Karan Jain, Executive Director, expanded their capacity from 500 machines to over 1,100, now producing 2.5 million garments per year.
Saurabh Sharma, Director of Marketing at ASICS India, led efforts to collaborate with top Indian athletes and influencers, making the brand relatable to Indian consumers over the past five years. Adwaita Nayar, Co-founder of Nykaa & CEO of Nykaa Fashion, founded Nykaa Fashion in 2019 and now oversees the multi-brand retail business and fashion-owned brands such as Nykd, Likha, Gajra Gang and Twenty Dresses. Ankit Jaipuria, Co-founder of ZYOD, has successfully partnered with prominent national and global brands such as Tata Cliq, Reliance, Landmark Group, Allen Cooper and TIGC within just 18 months of their launch, establishing ZYOD as a trusted player in the global fashion manufacturing landscape.
Soumajit Bhowmik, CEO of Styched, grew the D2C fashion and lifestyle brand to a US $ 7 million annual recurring revenue company and made two acquisitions—Flatheads and Zymrat. Ankit Aggarwal, CEO & Director of Shivalik Group, helped the company earn the Bronze Trophy for the highest global exports, with a turnover of Rs. 1600 crore in just 15-17 years.
Under the leadership of Udit Todi, Executive Director of Lux Industries, which includes brands like Lux Venus, Lyra, Lux Inferno, Lux Nitro and Lux Rainwear, the group achieved a 10.9% increase in profitability in FY ’24. Udit also played a key role in creating and managing a treasury corpus exceeding Rs. 200 crore, achieved with minimal borrowings.
To ensure fairness, we opted for a nomination process and the response was incredible. We compiled an extensive list of leaders from the entire spectrum of India’s apparel sector and fine-tuned it through market checks and due diligence. Our preliminary list featured a diverse group of individuals, including Founders, CEOs, MDs, entrepreneurs, industry disruptors and other top decision-makers critical to a company’s success. This curated list was then reviewed by our in-house Editorial team, serving as our jury, to narrow it down to a more focused group of individuals.
After careful assessment, our jury arrived at the final list of the most deserving 40 Under 40 leaders. The final selection focused on three key aspects: business impact, contribution to the ecosystem and industry standing.
The overwhelming response has been so inspiring that we’ve decided to make this an annual tradition! Check out the awesome stories and achievements of these standout leaders!
Pari Choudhary, Founder, Bunaai
Customer Engager
My journey in the fashion industry began with a passion for designing clothes that resonate with contemporary Indian women while staying rooted in our rich cultural heritage. Founding Bunaai has been a pivotal achievement of my career, transforming a small website into a renowned brand recognised for its distinctive style and quality.
We have expanded our product line to include a diverse range of ethnic and westernwear, catering to a broader audience. This strategic diversification has led to consistent year-over-year revenue growth of up to Rs. 35 crore, with a yearly growth rate of 12%-13%.
By investing in a robust online platform and leveraging social media for marketing, strengthening relationships with local artisans and suppliers, we managed to sustain and even grow our customer base during pandemic.
Taniya Biswas, Co-Founder, SUTA
Tradition Keeper
As an entrepreneur, TEDx speaker and a vocal advocate for mindful fashion, I, co-founded Suta alongside my sister Sujata.
My professional career has been diverse and enriching, with roles including strategy consultant at IBM, production manager at Tata Refractories and marketing consultant for a Seed Fund investee firm.
Sujata and I have always been very creative at heart. Our lifelong love for handloom and art eventually propelled us to pursue entrepreneurship, despite having successful corporate careers. Whenever we travelled to Kolkata and interacted with local weavers in neighbouring villages, we were captivated by their skill and passion evident in every creation. Inspired by these encounters, we embarked on the journey to establish Suta, meticulously assembling the essentials one step at a time. The weavers continue to be our greatest source of inspiration to this day. Suta now works with more than 17,000 weavers and artisans. Our dream is to work with every weaver and artisan in the country. Suta was conceived with the vision of making India’s rich artisanal heritage of handicrafts more accessible and relevant to audiences in India and across the world.
Our aim is to ensure a steady source of income for them and save our traditional art forms from dying out through the products we create and the initiatives we undertake. We have achieved a revenue of Rs.75 crore for the last fiscal year of FY ’23-24.
| “Suta now works with more than 17,000 weavers and artisans. Our dream is to work with every weaver and artisan in the country.” |
Harsh Saraf, Director, Supersox
Socks Visionary
Founded in 1999, Super Knit Industries is one of the largest manufacturers of premium and affordable socks in India. In 2012, our company launched their subsidiary ‘SuperSox’, which offers a wide range of pop-culture-themed socks to consumers of all ages. SuperSox now also supports sales in the European markets, along with the UK, Middle East and South America.
Every aspect of our extensive portfolio, from design to production, is managed in-house. Our team of highly skilled professionals incorporates innovative Invisible Antimicrobial – Silver Frost Technology, ensuring long-lasting freshness for the wearer. We have more than 300 knitting machines in our factory.
Initially, I focused on designing socks at Supersox, producing over 20 products within two years, averaging one new product per month. Transitioning to distribution, I learned key lessons and successfully expanded our presence on global platforms like Amazon, Flipkart and Myntra as well as in 20,000 retail outlets.
My next move was to take Supersox a notch above other competitors and to acquire Disney and Marvel’s global manufacturing licences as well as India’s retail licences.
In the next three years, we aim to sell our socks across 50,000 retail outlets throughout India. Today, we have more than 200 distributors and more than 300 team members. In fact, we are now producing 1.25 crore pairs of SuperSox products annually.
Harsh Somaiya, Director, The Bear House
Sales Champion
From a small start-up, we’ve grown into a major player in the industry, tripling our revenue Y-o-Y and reaching over Rs. 160 crore annually.
We wouldn’t be where we are today without a focus on data and innovative strategies. By constantly analysing market trends and customer preferences, we develop exciting new products and tailor our outreach. This approach has led to a phenomenal 400% increase in our online customer base, building a loyal community of over 3 lakh fans.
Our cutting-edge inventory system ensures a smooth supply chain, while our user-friendly online store creates a seamless experience for our customers. This focus on technology has led to a 40% jump in online sales, making it easier for our customers to shop with us.
The road wasn’t always smooth. The pandemic threw a curveball, disrupting our supply chain and impacting sales. However, we adapted quickly by pivoting towards online sales and leveraging the power of social media and digital marketing. Not only did this help us weather the storm, but it also significantly strengthened our digital presence.
Maintaining exceptional quality at scale was another hurdle. We tackled this head-on by investing in state-of-the-art manufacturing and implementing rigorous quality checks.
We have ambitious plans to take our brand international, launching online stores in North America and Europe. Additionally, we’re leveraging AI and other advanced technologies to personalise the shopping experience and further optimise our operations. Our ultimate goal? A tenfold increase in revenue within the next five years, all the while staying true to our commitment to quality and customer satisfaction.
| “We have ambitious plans to take our brand international, launching online stores in North America and Europe.” |
Karan Jain, Executive Director, Pooja International
Manufacturing Expert
As the third-generation leader of Pooja International, a US $ 15 million garment manufacturing and export company founded by my grandmother in the early 1970s, I’ve had the privilege of joining a business entity with a strong heritage and a very solid foundation to build upon. After a 3-year stint at Adani Group, I joined our family business in 2015. However, modernising a business steeped in traditional methods proved challenging. Staff resistance to new technologies was significant, necessitating years of persistent effort.
Our technological journey began with industry-standard solutions like ERP systems, CAD-CAMs and design forecast tools. Now, by leveraging AI, we have significantly improved our merchandising processes, implementing performance tracking, automated T&As and planning modules.
On the production front, our in-house developed Cut-Plan tool has allowed us to reduce our fabric purchases by 3%.This technological improvement has fuelled significant growth. We have expanded our capacity from 500 machines to over 1,100, now producing approximately 2.5 million garments per year.
Saurabh Sharma, Director of Marketing, ASICS India
Sportswear Strategist
When I started, ASICS was newly established in the Indian market and it was known predominantly as a performance sportswear brand amongst a niche audience. Although, the brand was quite popular in markets like US, Europe, Australia and Japan but it was fairly new in the Indian market. The first challenge was to expand the brand’s outreach and make ASICS a renowned name that connects with the target audience in India.
We wanted to connect with a broader demographic, from professional athletes to everyday runners and fitness enthusiasts. This required a robust marketing strategy, deeply rooted in understanding the Indian consumer’s mindset. We realised that while global campaigns had their charm, they needed a dash of local character to resonate with the Indian audience.
In the past nine years, we collaborated with Indian athletes like Rohan Bopanna, Joshna Chinappa, Jaspreet Bumrah and strong influencers like Nikita Dutta, Suresh Raina, Bhuvneshwar Kumar, Gul Panag, Tiger Shroff, Shraddha Kapoor, Mandira Bedi amongst others, showcasing their journeys and how ASICS supported them in their quest for excellence. This not only humanised the brand but also made it relatable to the Indian consumers.
As we worked towards establishing a strong footprint in different regions of the country, analysing product demand and consumption, we identified properties such as TCS World 10k Bengaluru, TATA Mumbai Marathon and Apollo Tyres New Delhi Marathon with an objective to build emotional connect with the running community. These events gave us an excellent opportunity to engage directly with our target audience, understand their needs and showcase the performance and comfort of our technology and innovation led products. We also collaborated with Fitness First, one of the leading fitness training centres of India, to demonstrate the best-in-class technology of our product with curated campaigns within their gyms for impactful brand messaging amongst the fitness enthusiasts.
Having established ASICS presence with 106 stores nationwide, we are poised to persist expansion across India. In terms of our distribution network, ASICS is currently in Tier-1 and Tier-2 cities and plans to further expand in Tier-3 markets over next few years and potentially double the number of stores by 2026.
| “In the past nine years, we collaborated with Indian athletes like Rohan Bopanna, Joshna Chinappa, Jaspreet Bumrah and strong influencers.” |
Jeevika Tyagi, Co-Founder & CEO, Aastey
Community Champion
If I were to describe myself briefly, I’d say I am a Creative Tech Slashie (a person with multiple jobs or careers at the same time). I am always excited to learn about consumers, content and the creative space.
I’ve worked in both brand marketing and product marketing to help start-ups grow, often being involved from their inception as a CXO, mentor and consultant. My skills and expertise include strategic partnerships, brand building, entrepreneurial approach, mindset training, Indian fashion, community building and fundraising.
Our sustainable athleisure brand’s community, called ‘Our Tribe’, is the largest in India. At aastey, I raised the largest funding round ever achieved by a woman in India in the D2C space, even before generating revenue. After securing 10 crore from Kalaari Capital in 2022 and appearing on Shark Tank season 3, our episode became the highest watched and talked about in the show’s history.
Chetan Siyal, Founding Member & CMO, Snitch
Sales Catalyst
Since its inception, I have driven Snitch to achieve a compound annual growth rate (CAGR) of over 150%, making it the fastest- growing men’s fashion brand in India. By implementing targeted digital campaigns and leveraging social media effectively, we expanded our customer base significantly, achieving over a million transactions within the first two years of operation.
I led a digital transformation initiative that revamped our e-commerce platform, enhancing both the UI/UX and backend functionalities. This overhaul resulted in a 70% increase in site engagement and a 50% improvement in conversion rates, dramatically boosting our online sales and customer retention rates.
Leading the fast fashion space in India, Snitch holds a robust 2% market share in men’s fashion, boasting an impressive average order value (AOV) exceeding Rs. 2500, giving formidable competition to international fashion giants like Zara and H&M.
The growth trajectory of the brand, driven by a strategic amalgamation of online and offline channels helps us sell 50 lakh units every year with a diverse product portfolio in men’s clothing, shoes, perfumes, sunglasses etc., with a current run rate of 600 crore GMV.
In the past six months, Snitch has expanded offline with a new retail store opening every two weeks. Strategic partnerships with key industry players expanded our visibility and expanded our distribution channels. One such collaboration was with a leading online marketplace, which increased our product accessibility by 200% and doubled our sales from third-party platforms.
I am committed to continuing this trajectory of innovation and growth, driving Snitch to new heights in the global fashion industry.
| We aim to strengthen our market position with aggressive offline expansion, adding 10 new stores across key cities and targeting 40 more by year-end, including Mumbai and Delhi. |
Adwaita Nayar, Co-founder, Nykaa & CEO Nykaa Fashion
Trendsetter
My journey with Nykaa spans over a decade, during which I’ve taken on various pivotal roles within our ecosystem. Initially, I served as the COO of the Beauty business, overseeing marketing, operations and product functions. In 2017, I transitioned to lead Nykaa Retail as CEO, guiding our expansion into physical retail spaces.
In 2019, I founded Nykaa Fashion, where I now helm the fashion multi-brand retail business and oversee our fashion owned brands such as Nykd, Likha, Gajra Gang and Twenty Dresses. It’s been a rewarding experience spearheading our growth in the fashion sector, continually innovating and setting new standards.
Throughout my career, I’ve been honoured to receive recognition for my contributions to the beauty and fashion markets in India. Recently, I was selected as part of the 2024 Class of World Economic Forum Young Global Leaders.
Pulkit Verma, Business Head, Digital, The House of Rare
E-commerce Whiz
Fresh out of NIFT, I began my journey in apparel manufacturing and buying for French firms. This ignited a passion for the intricate parts of garment creation and sourcing. Craving a deeper understanding, I transitioned to Elitify.com and Koovs.com, immersing myself in the European fashion scene and the thriving world of e-commerce. These roles honed my digital business acumen and entrepreneurial spirit.
This journey marked the inception of Janasya, a women’s ethnicwear brand I co-founded while serving as Business Manager. I led its growth from inception to becoming the fastest-growing brand in its category across various marketplaces. Achieving a significant milestone, we shipped 100,000 sarees within just six months. In June 2019, after joining Rare Rabbit to ensure a perfect brand fit for the Indian market, an instrumental shift took place in our business during Covid when many brands faltered. Through sheer determination of my team, Rare Rabbit now rivals international players in the premium fashion segment. This journey has equipped us to bridge the gap between international fashion and the dynamic Indian market.
Rare Rabbit implemented a strategic shift towards a D2C model, prioritising a customer-centric approach. The House of Rare Website and App were introduced during this time, where there was relentless experiment with new front-end features and back-end technology, constantly refining the user experience. The results are undeniable: digital business revenue contribution skyrocketed from zero to significant double-digit figures. Looking ahead, my vision is to take The House Of Rare international while expanding width within existing brand in new categories like footwear and accessories, launching a whole new line, & Rare Ones, specifically catering to the kids segment.
| Achieving a significant milestone, we shipped 100,000 sarees within just six months. |
Ankit Jaipuria, Co-Founder, ZYOD
AI Visionary
As a Founder, I’m spearheading a technological revolution that addresses inventory losses, supply chain inefficiencies and rising production costs—all the while meeting and exceeding evolving consumer expectations. Our AI capabilities allow us to predict and analyse upcoming styles by aligning customer preferences with company requirements, enabling brands to always stay ahead of the trend without investing a substantial amount in inventory.
In just 18 months since our launch, we have successfully partnered with prominent national and global brands such as Tata Cliq, Reliance, Landmark Group, Allen Cooper and TIGC. Our commitment to excellence and innovation has enabled us to expand our operations to over 18 countries, establishing ZYOD as a trusted and forward-thinking player in the global fashion manufacturing landscape.
We have expanded our customer base to over 350+ customers, strengthening our presence in the fashion industry. ZYOD has recently secured US $ 18 million in funding led by RTP Global and also saw participation from existing investors – Lightspeed and Alteria Capital and new investors Stride Ventures, Stride One and Trifecta Capital.
My vision is to expand our reach to over 40 countries, making globally trending fashion more accessible and significantly improving our export numbers. Our recent funding will further fuel our growth and vision of making India a global manufacturing hub.
Prem Shah, Co-Founder, HE SPOKE
Fashion Innovator
To bring some change in the unvarying celebration menswear category, I started my entrepreneurial journey at He Spoke along with my Co-founder Sonal Jain. We are creating an AI-driven celebrationwear brand with the ethos of constant newness.
The traditional design process is broken. It creates unpopular colourways, unnecessary over-stocking, wrong predictions and limited design possibilities. Even though brands have improved with faster inventory cycles and data-driven approaches in recent times. The fashion design process is still surprisingly old-fashioned. At He Spoke, we launch new styles made entirely digital using AI. With no physical sample ever being made, we cut down the design lead time and cost by 80%.
This makes us three times faster in launching styles and giving 2.5 times more design possibilities than any fashion brand.
Presently, we are launching 100 new styles for every 100 hours. With reduced time to market, lowered development costs and faster market validation, 65% of our inventory gets sold out in less than 3 weeks.
Initially, we faced a lot of challenges and failed to align inventories with the AI design process. It took a lot of research, trial and error to get the working model right. By transforming AI designs to CAD patterns in real life to automating and syncing data across sales, design and inventory in real-time, we have done it all.
Currently, with only partywear shirts and occasional kurtas as a category, we will achieve 1 million in ARR this year. We are aiming to double the revenue next year by adding other ethnic categories.
| We are launching 100 new styles for every 100 hours. With reduced time to market, lowered development costs and faster market validation, 65% of our inventory gets sold out in less than three weeks. |
Krishna Sumanth Alwala, Co-founder & CEO, AlphaBake
Visual Innovator
How do we make these visuals supremely attractive without increasing production costs and time?
This is the problem AlphaBake started solving for fashion brands to uplift their visuals to boost sales, by leveraging Generative AI.
This solution is currently live in the market solving various use cases ranging from – simplifying photoshoots by converting mannequin images into professional catalogues, enriching current catalogue with new AI models and AI backgrounds and also being able to create promotional images for social media and website at less than 50% of the cost. In all, our solution is increasing the conversions and sales for the brands in the online channels and engagement on social media by at least 30% through better visuals. In just 6 months of being live, we have crossed the mark of 10k garments being digitised on a monthly basis and wish to hit a target of about 100,000 garments every month by the end of the year. Today we are working with more than 20 top brands and e-commerce market places in India! We wish to expand internationally soon!
Vedant Modi, Chief Revenue Officer, Manyavar Mohey
Marketing Visionary
I started my career as a Chief Marketing Officer of Manyavar, a brand under Vedant Fashions Limited. Upon joining Manyavar, I spearheaded the establishment of a dedicated digital team focused on modernising operations and driving technological advancements. Our efforts were centered on streamlining outdated practices, ensuring operational efficiency and fostering innovation across the organisation.
As of FY ’24, our company stands as a global leader in celebrationwear, boasting an extensive network of 676 exclusive brand outlets across 268 cities worldwide, including 16 international stores. We achieved a remarkable 49% revenue surge compared to pre-Covid levels, marking a significant milestone with the inauguration of our largest flagship store, ‘World of Celebration’, spanning an impressive 22,000 square feet in Bengaluru.
My vision for Manyavar is clear, “To establish dominance in the Indian celebrationwear segment across all demographics.” Key to this vision is enhancing customer experience through advanced technological interventions and innovative strategies tailored to evolving consumer preferences.
Since my tenure began, Manyavar has seen significant growth metrics, including a 35% increase in Average Order Value (AOV). Notably, I led one of the largest IPOs in the fashion and apparel sector at the age of 23, enhancing our market standing and investor confidence.
I’ve also spearheaded a comprehensive digital transformation, integrating omnichannel experiences to enhance Customer Lifetime Value (CLTV) and implementing personalized customer journeys.
| We aim to establish dominance in the Indian celebrationwear segment across all demographics. |
Arti Chaudhary, COO – Two99
Data-Driven Guru
Over the past 17 years, Two 99, a collective of agencies with a focus on advanced e-commerce, technology and marketing, has played a crucial role in catalysing both top-line and bottom-line growth for premier apparel brands.
Our portfolio showcases substantial increases in organic traffic, with customer retention metrics surpassing 40%. Our implementation of omnichannel marketing strategies has exponentially augmented returns on advertising spend, achieving uplifts exceeding 100,000% in select scenarios.
Reflecting on our journey, the fashion sector’s rapid evolution presents both challenges and opportunities for innovation. Our proactive stance involves deciphering dynamic consumer preferences, using advanced data analytics and pioneering the adoption of cutting-edge technologies such as CGI for advertising. These efforts culminate in creating visually arresting campaigns that captivate and retain consumer attention.
We have successfully increased our client’s monthly orders from 2,000 to 9,700 within three months while maintaining a strong Return on Ad Spend (ROAS), contributing to our company’s impressive turnover of Rs.11.3 crore in the last financial year.
Our strategic framework is meticulously tailored to meet each client’s unique demands. We architect every aspect of the consumer journey, from discovery to purchase, ensuring a seamless interface that boosts conversion rates and enhances brand perception.
My objective is for our team to excel in forging meaningful connections with fashion aficionados across various niches, transforming them into lifelong brand evangelists.
Shruti Shukla, Head, E-commerce, Monte Carlo Fashions Ltd.
E-commerce Dynamo
In my 14-year journey within the realm of e-commerce, I’ve had the privilege of witnessing and shaping its evolution firsthand. One of the defining moments came early in my career at Snapdeal.com, where I spearheaded the launch of the footwear category during the nascent stages of Indian e-commerce. It was a time of pioneering spirit, marked by experimentation and uncertainty as we forged new paths without established models to follow.
Our efforts at Snapdeal paid off as the platform ascended to become one of India’s top three e-commerce giants. Additionally, I had the honour of advising a government initiative aimed at creating an e-commerce platform for artisans, deepening my understanding of the sector’s transformative potential.
Transitioning to Monte Carlo in 2019, I took on the role of E-commerce Head, driving comprehensive business initiatives across all fronts. We achieved remarkable milestones, such as driving sales by 553% from
Rs.17 crore in FY ’18 to Rs.111 crore in FY ’24 and increasing online sales contribution from 3% to 10% of overall company sales.
One of our crucial moves was revamping backend operations with the launch of our own warehouse, which significantly reduced costs previously reliant on third parties.
We executed a complete website revamp, transitioning from Laravel to Shopify to enhance customer experience, UI/UX, features and content, while also focusing on detailed shoots to improve presentation and engagement.
As a core team member in launching the Footwear category at Monte Carlo, we witnessed strong demand from platforms like Amazon and our website, now contributing 18% to total online sales.
| We have set our sights on entering the Rs. 200 crore revenue club within the next three years. |
Anant Tanted, Founder & CEO, The Indian Garage Company
Style Mogul
Growing up with an interest and exposure to the apparel industry, I felt encouraged to start my own venture. The dream came to realisation in the year 2011 named The Indian Garage Co (TIGC). At the age of 23, I started the brand with a Rs. 10 lakh loan from a government scheme, the initial step that laid the foundation to becoming a powerhouse in the fashion industry. Today, TIGC stands tall with a gross merchandise value (GMV) of Rs.400 crore and is set to increase this figure to Rs.1000 crore in the next five years.
TIGC has successfully adopted a ‘House of Brands’ model, launching and managing three distinct brands: TIGC, our flagship menswear brand; Freehand, a dedicated womenswear line; and Hardsoda, a men’s plus-size brand. This diversification caters to a broader demographic, enhancing our market reach and revenue streams. Each brand is designed to meet the unique needs of its target audience. The creation and successful management of these brands have been pivotal in establishing TIGC as a versatile and dynamic player in the fashion industry.
Chirag Tekchandaney, Co-founder and CEO, BOHECO
Hemp Visionary
When we launched Bombay Hemp Company Pvt. Ltd. (BOHECO), hemp products were virtually unknown in India. Our early years involved intense research, awareness campaigns and building a supply chain from scratch. In 2015, I assumed the role of Business Head for B-Label, India’s pioneering Hemp Fashion and Living Brand. This marked the beginning of our journey to transform hemp, colloquially known as bhang, from an underutilised crop into a thriving industry leader.
Since 2013, we’ve been leading an embryonic industry across various verticals with hemp at our core. In 3 years, B-Label became a one crore brand, establishing a strong market presence and a loyal customer base. Our mission went beyond commercial success. We collaborated with rural artisans, integrating hemp into traditional crafts to preserve and uplift our country’s rich heritage. We aimed to create an ecosystem that supported existing industries while promoting a sustainable and purposeful lifestyle.
In 2020, I stepped into the role of CEO at BOHECO and oversaw our revenue doubling from Rs.3 crore to Rs.6 crore in four years. Our team grew from 7 founders to over 40 professionals, all dedicated to making hemp a staple in India. Our customer base expanded to over 25,000 satisfied clients, with a retention rate surpassing 40%.
Investments from key figures like Ratan Tata and Rajan Anandan provided the resources and credibility to advance our mission. Obviously, our journey had its own share of road bumps. The biggest of them was changing society’s perception of hemp, often related with marijuana, charas and ganja. This required extensive education and strategic collaborations to demystify hemp and highlight its benefits to the industry and the market. Next was building a supply chain in a country with no existing industry for a demonised plant.
We navigated legal limitations and worked closely with the government authorities to establish hemp cultivation standards and policies. Looking ahead, we aim to strengthen our R&D efforts to introduce more sustainable products.
| Investments from key figures like Ratan Tata and Rajan Anandan provided the resources and credibility to advance our mission. |
Sumedha Jain, MarComm Head– Jain Amar
Employee Engagement Maestro
Being entrusted with the stewardship of premium brands Madame, Camla, Barcelona and Msecret, my journey has been an enriching blend of dedication, innovation, empathy and leadership. I have led various projects and fashion events, while driving corporate initiatives that reflect our brand’s values. I have organised retail shows that resonate with our audience and embody our ethos, alongside impactful CSR activities supporting the community. Balancing the functioning of multiple departments and brands, I have championed a culture of employee engagement, nurturing talent and fostering a sense of belonging within our organisation.
This approach has led to a 25% increase in employee retention rates and a more cohesive and motivated team. However, the journey has not been without challenges. Overseeing multifaceted projects while balancing the demands of motherhood has been challenging but has pushed me to my fullest potential. Conquering the challenges of work-life integration has allowed me to thrive both personally and professionally.
Rajeswar Rao, VP – B2C Sales, Clovia
Digital Growth Strategist
As the Vice President of Clovia’s B2C business, I lead a vibrant team of 20 talented individuals, spearheading initiatives that have reshaped our company’s trajectory and success.
From the outset, I lead the establishment of Clovia’s direct-to-consumer (D2C) segment, starting from scratch and scaling it to drive remarkable growth. Our journey began with a strategic focus on digital marketing, where we built internal capabilities that turned this channel into a powerhouse for growth. Concurrently, we implemented cutting-edge CRM systems that set industry benchmarks for customer repeat rates, ensuring sustainable profitability over four consecutive years. In our quest to seize market opportunities, we recognised the pivotal role of mobile technology in the lingerie sector, where privacy is paramount. Starting with a mobile-friendly website, we witnessed a surge in conversion rates and adaptability. However, realising the untapped potential, we took a bold step forward by developing a mobile application.
Understanding the nuanced challenges faced by our customers, particularly in selecting the right bra size, we innovated a virtual fit test that offers personalised recommendations. Promoting this tool across all channels proved fruitful, doubling the purchase likelihood for users who engaged with it. To further enhance personalisation, we integrated AI-driven recommendations based on user interactions, which boosted click-through rates by over 60%.
Navigating obstacles has been integral to our journey. During the demonetisation period, we pivoted by incentivising prepaid purchases, overcoming initial hurdles to achieve higher prepaid order rates. When Covid-19 disrupted our operations, we swiftly adapted by temporarily suspending lingerie sales and launching essential products like facemasks and sanitisers. Engaging our community through interactive social media activities ensured continuity in traffic and brand presence during uncertain times.
Looking ahead, our future roadmap includes a comprehensive website redesign for enhanced usability, continued optimisation of mobile platforms and deeper integration of personalised recommendations to elevate satisfaction and loyalty.
| Through targeted campaigns on platforms like Google and Facebook, we achieved quality app installs, resulting in our Android and iOS apps contributing 65% of total sales. |
Ashwini Seth, Founder & CEO, Dennison
Brand Builder
As CEO and Founder of Dennison, I’m proud of our evolution from a Gwalior retail store established by my father in 1988 to a prominent fashion brand since 2014.
Our story is one of resilience, innovation and strategic growth, transforming from a small-town shirt manufacturer to a renowned all-day fashion apparel brand.
Recognising e-commerce’s potential early on, despite lacking formal fashion education and resources, was crucial. Initially, I tackled the challenge of clearing out unsold inventory by listing our core fashion items on Snapdeal and subsequently on Amazon.
Over the next five years, we grew our orders to 5,000 per month, albeit facing significant hurdles such as lack of mentorship and a scattered product focus due to our reliance on surplus fabric.
By incorporating trend forecasts and understanding consumer behaviour, we launched innovative apparel lines including water-repellent, quick-dry antibacterial clothing, hemp-based sustainable fashion, plus-size collections, women’s workwear, fusionwear blending traditional techniques with modern styles and functional apparel like auto fit waist trousers and 360 power stretch trousers.
Nupur Saxena Arora, Director – Business Development, Moissanite Apparels Pvt. Ltd.
Success Driver
After completing my MBA from Amity University, Noida, I joined our family business in July 2019. I began with an in-depth study of social compliances and gradually became instrumental in bringing new business to the company while overseeing core merchandising, addressing social issues and managing financial accounting.
I secured our first Walmart order for MAPL just a few months after joining the business, marking the start of an exciting journey in expanding our client base.
I successfully brought in new buyers from the Netherlands and Italy, which allowed MAPL to diversify into different lines of fabrics and styling. Over five years, I helped grow the business from US $ 5 million to US $ 10 million. We increased our machine count from 400 to 700 and our worker strength from 650 to 1,000.
Besides achieving growth in turnover, I focused on enhancing productivity and profitability, increasing our gross margin from 20% to 25%.
The industry is rapidly moving towards sustainability. In 2021, I completed a certification program from Harvard Business School Online on Sustainable Business Strategy. While the knowledge gained from Harvard was beneficial, understanding certifications like GOTS, GRS, BCI and HIGGS was initially challenging. However, getting these certifications eventually opened new doors for bringing more business to India.
As a second-generation entrepreneur, I am now planning to establish a new sweater production facility within the next six to nine months. This category is less explored in our country and presents a promising opportunity for increasing both our product range and turnover.
Sumit Santhalia, Co-Founder & Director, TechnoSport
Activewear Innovator
As the Co-founder & Director at TechnoSport, my journey has been shaped by a blend of business acumen and a deep-seated passion for fitness and fashion. The inception of TechnoSport stemmed from a vision to fill a void in the market—delivering high-performance athleticwear that embodies style and quality without the exorbitant price tags of international brands. My Co-founder Sunil and I identified an opportunity amidst a sea of replicated sportswear brands lacking in both quality and affordability, setting out to make a significant impact in the industry.
One of our initial challenges was establishing a robust ecosystem for activewear production in India. We initially faced shortages in quality fabric suppliers and suitable manufacturing facilities. To tackle this, we forged partnerships with local garment makers and sourced fabrics from both China
and Ludhiana.
However, as we encountered hurdles with consistency and costs, we pivoted towards developing our own fabric capabilities. This strategic shift allowed us to maintain stringent quality control and elevate the standard of our products over time.
By prioritising premium, difficult-to-replicate fabrics and investing heavily in innovative designs, we carved out a unique niche. Emphasising a dual approach through both B2B and D2C channels, we optimised our omnichannels to enhance customer reach and operational efficiency, resulting in substantial revenue growth and increased customer acquisition.
Our dedicated R&D efforts continuously push boundaries in textile technology, collaborating with esteemed institutions like SITRA and NIFT to refine our products; performance and adaptability to diverse consumer needs.
| Looking ahead, our future plans are ambitious yet focused. We aim to expand our footprint significantly by opening 100 EBOs and MBOs across India. |
Shivani Soni, Co-Founder, Beyoung
Trendsetter Pro
In 2018, as India started massively shifting from offline to digital, my co-founders and I realised there was a huge gap between the fashion available in Tier-1 cities and that accessible to Tier-2, Tier-3 and Tier-4 cities. This realisation marked the beginning of our journey and an opportunity to change the fashion aspirations of the REAL BHARAT. At Beyoung, our mission was clear: to bring aspirational, affordable and convenient fashion to the heartbeat of India—the masses.
From designing stylish apparel to understanding our audience’s preferences and from appealing to millennials to becoming a staple in Gen-Z wardrobes, I have been actively involved in every stage of this exceptional journey.
Based in Udaipur, a smaller city, we faced significant challenges in recruiting like-minded people with the right skill set and handling logistics. Also, growing Beyoung from a start-up to a well-known brand meant surmounting the challenges and implementing technology for inventory and quality control. Nevertheless, our perseverance paid off as our target audience resonated with our values, dedication and empathy for their needs. Under my leadership, Beyoung transitioned from a small star-tup to a significant fashion powerhouse, achieving an impressive Rs.200 crore in Annual Recurring Revenue (ARR) in 2023. Our customer-centric approach and innovative strategies are positioning us to reach a bold target of Rs.650 crore in Gross Merchandise Value (GMV) by 2027.
Our innovative customisable combo packs and ‘Shop the Look’ feature have led to remarkable sales growth and garnered a dedicated customer base. ‘Shop the Look’ lets you see how different items look together by showing them on a model.
| Our ambitious expansion plans are well underway; we are on track to launch 30 stores by December 2024, with our sights set on reaching 300 by 2027. |
Jaimin Gupta, Founder & Managing Director, Barcelona
Growth Guru
I currently serve as the Founder and Managing Director of Barcelona, a global menswear brand, which is an initiative of Stitched Textiles Private Limited. Besides that, I also oversee a textile fabric manufacturing unit with an annual production capacity exceeding 14 million metres.
Barcelona is growing thick and fast. In the fiscal year 2021-22, our revenue was Rs.110 crore.
This figure saw a remarkable increase to Rs.300 crore in 2022-23. Continuing this upward trajectory, we achieved net revenue of Rs.960 crore in 2023-24. Projecting further growth, we anticipate reaching a revenue of Rs.2200 crore in 2024-25.
Our denim jeans match the quality of industry leaders like Levi’s, Wrangler, and Pepe Jeans.
Looking forward, my commitment is to expand our business footprint geographically. We are planning for Barcelona’s franchise expansion beyond the initial phase of opening 50+ outlets in Rajasthan, Gujarat and the North zone of India.
Sarthak Kubadia, MD, Abhinandan Creation
Intimate Innovator
As the MD of Abhinandan Creation and CEO of our in-house brand Salient, I have taken up the mantle to drive innovation and excellence in the intimate apparel manufacturing industry.
Since taking over the reins at Abhinandan Creation, I have spearheaded the transformation of our manufacturing capabilities. We have adopted cutting-edge technology and lean production systems, which have significantly increased our efficiency and output. For instance, we now produce 200,000 bras per month, thanks to our state-of-the-art facility equipped with 303 sewing machines and 10 production lines.
We have implemented Industry 4.0 principles, making our factory a digital, smart manufacturing hub known for its efficiency, productivity and adaptability.
Our commitment to quality has earned us the trust of top brands in the intimate apparel sector. This trust is reflected in our customer base, which has grown by 30% over the past three years.
One of the significant challenges I faced was transforming our traditional manufacturing set-up into a modern, technology-driven facility. This transformation required substantial investment and a cultural shift within the organisation. I initiated comprehensive training programs to upskill our workforce, ensuring they were well-versed in the latest technologies and lean methodologies.
Looking ahead, my vision is to position Abhinandan Creation as a global leader in intimate apparel manufacturing.
| We are planning to expand our production capabilities by adding an additional 200 machines, which will significantly increase our output. |
Adarsh Sharma, CBO, FS Life (prev. FableStreet)
Difference Maker
I have worked in the start-up ecosystem for more than 12 years now including three years at Rebel Foods where I was the first Entrepreneur in Residence to join the team and lead Pune and Mumbai regions. I was also a part of the online ordering team at Zomato which is the first start-up to be included in nifty 50 and ran my own start-up for 3.5 years in the online education and gaming spheres. I joined the organisation during the depth of Covid (August 2020) and played a critical role in ensuring that the company overcomes the phase along with ensuring significant growth. During the Covid phase, we grew 10X despite running a western workwear brand – the most irrelevant category within fashion during that time as WFH became the norm. I played a crucial role in taking the brand to 100 crore+ revenue run rate after having joined when the company was less than 10 crore a year. I led the overall revenue and growth efforts – making the brand amongst top three on third party fashion marketplaces.
FableStreet became FS Life, a house of brands as we added two more brands including Pink Fort and March to our profile. Moreover, I played a critical role in building a strong team at FS Life via requisite intervention in hiring and recruitment functions – bringing in great talent from companies including Zomato, Amazon, etc.
I significantly advanced FS Life’s technology initiatives by leading the tech team, building it up with a capable head of technology and integrating technology across all product layers including personalisation and supply chain tech.
Jaiwant Singh Dhingra, Chief Business Development Officer, Numero Uno Clothing Ltd.
Brand Revitaliser
When I joined, Numero Uno had a strong reputation in North India. Recognising the evolving market, my focus was on expanding our e-commerce presence to drive nationwide growth and adapt to changing consumer trends in the fashion industry. Under my leadership, we launched a robust e-commerce platform that has significantly contributed to our growth and revenue. Receiving reports from Shopify and leveraging cutting edge technology for data analytics, has enabled us to understand our customers’ preferences, thereby tailoring our offerings to meet their demands. We have also integrated a WhatsApp chatbot for smooth functioning and enhanced customer interaction. This chatbot allows customers to browse and shop directly through chat, creating a convenient shopping experience.
Additionally, we have established our presence on various prominent online marketplaces like Ajio, Myntra, Tata Cliq and more.
Balancing our D2C website with marketplaces posed a challenge due to differing business models. However, this digital shift has diversified our revenue streams, elevating Numero Uno’s accessibility and cementing its status as a household name. With over 200 stores, we maintain a strong presence across North, South and North-East India and we aim to expand further into West India in the near future.
To this end, collectively my team and I have worked on product, process and sustainable innovation. Looking ahead, our goal is to intensify these efforts, aiming to achieve 90% of our sustainability targets within the next four years.
| With over 200 stores, we maintain a strong presence across North, South and North-East India and we aim to expand further into West India in the near future. |
Yuvraj Arora, Partner, Octave Apparels
Retail Titan
Founded in 1991 by my father, Balbir Kumar, Octave Apparels has grown under my stewardship to become a beacon of excellence in the fashion industry. Our revenue surged from Rs.50 crore to Rs.450 crore over nine years, maintaining a 20% year-on-year growth, supported by our debt-free status and family ownership. With a strategic vision for expansion, the company has overseen the establishment of five production units, adding four new facilities in the last decade alone. Our production facilities span over 1,150 thousand square feet, supporting over 3,000 families through employment opportunities. Our warehousing capabilities, totalling 700 thousand square feet, ensure robust infrastructure for seamless supply chain management and exceptional order fulfilment across our extensive network of franchises and company-owned stores.
I have spearheaded the establishment and management of more than 200 retail outlets nationwide. Expanding beyond borders, we now operate over 30 international stores in locations such as New Zealand, Africa, Dubai, Abu Dhabi and so on.
Soumajit Bhowmik, CEO, Styched
Tech Trailblazer
Throughout my 18+ years in marketing, branding and digital domains, I’ve collaborated with global brands like Pizza Hut, KFC, Bata, Fabindia, Indian Terrain as well as Peter England. I’ve also shared insights at industry forums like Oracle CloudWorld, IAMAI’s Digital Conclave and Echelon X Singapore.
Before starting Styched, I had two significant roles at Jabong and Capillary Technologies. At Jabong, I served as the Head of Marketing, managing a monthly budget of Rs.10 crore and overseeing a topline revenue of Rs.100-120 crore. In 2016, I scaled up revenue by 25% while cutting the marketing budget in half to Rs.5 crore, without impacting revenue. I completely revamped the old CRM platform, introducing technology that enabled a single view of the customer and made CRM initiatives 50% more efficient through intelligent customer segmentation and moment marketing.
At Capillary, I was the Director of Ecommerce, tasked with enhancing performance within the product-led model. I started Capillary Accelerate and, over two years, scaled the vertical to achieve Rs.2.5 crore in monthly recurring revenue (MRR) with a 35-member team and clients from multiple countries, including India, UAE, Singapore, Malaysia and Indonesia. We also became a Google Premier partner and helped partner brands scale their e-commerce revenue by up to 180% M-o-M.
After my tenure at Capillary, I founded Styched, a zero-inventory, zero-wastage, just-in-time fashion brand. We currently operate in India and the UAE, with plans to expand to Indonesia this year. Styched has grown to a US $ 7 million annual recurring revenue (ARR) company and we’ve made two acquisitions—Flatheads and Zymrat. We have raised over US $ 3.5 million across three funding rounds. Building Styched has been more challenging than my previous start-ups or roles due to the pandemic and lockdowns, but we have successfully served over 600,000 customers in India to date.
Arnav Poddar, Partner, Cheer Sagar
Manufacturing Maestro
Cheer Sagar, founded by my father in 1991, exports 24 lakh pieces per month with an annual turnover of Rs.90 crore.
Since I joined our family business in 2012, my focus has been on expanding our market presence beyond our traditional bases in Japan and Europe. I began exploring untapped markets of Australia, Argentina, Brazil, Chile, Uruguay, Saudi Arabia, Spain and others to diversify and grow our order base. Simultaneously, I prioritised enhancing our product quality by investing in state-of-the-art machinery and technology. Securing funds for these upgrades was a significant challenge, but through persistent efforts, we successfully accessed financing through the Government’s Technology Upgradation Fund Scheme and support from our banking partner, PNB.
Our machinery upgrades included advanced equipment like Perk and Hydrocarbon Dry Cleaning Machines, Computer Embroidery Machines, Konica Minolta Digital Print Machines, Foam Finishers, Cutting Plotters, Laser Cutters and Pattern Markers. These investments have significantly boosted both the quality and quantity of our production capabilities.
We expanded our infrastructure by establishing two additional factories in Sitapura and Mansarovar, Jaipur, with production capacities of 100,000 and 80,000 pieces per month, respectively. This expansion increased our total production capacity to 270,000 pieces per month.
Sumit Jasoria, Co-Founder and CEO, NEWME
Market Disruptor
My journey as an entrepreneur began with Daraz.com under Rocket Internet, where I spearheaded expansions across Myanmar, Bangladesh, Sri Lanka and Nepal. The acquisition by Alibaba validated our
scalable business model and my knack for navigating diverse cultural landscapes.
Later, at Meero (AI-based photo editing tools and marketplace for photographer) in India and Asia, I led a team of over 200 members through the complexities of the Covid-19 pandemic, ensuring minimal job losses and fostering growth in Bengaluru.
In 2022, I co-founded NEWME, a fashion-tech company that has quickly resonated with Gen Z consumers across India. Operating in a growing market projected to reach US $ 20-25 billion by 2024, with a potential customer base of 100 million active social media users from Tier-1, Tier-2 and Tier-3 cities, our journey has been exhilarating.
Under my leadership, NEWME has experienced exceptional growth, achieving a sevenfold revenue increase in 2023 and surpassing a 150 crore ARR by May 2024. Demonstrating our efficiency in scaling operations, we localised 40% of our production within six months. Our trajectory was bolstered by a US $ 5 million seed funding round led by Fireside Ventures, enabling us to expand our team to over 150 full-time members.
NEWME’s mission to establish a robust omnichannel presence has been pivotal. Within less than two years, we’ve maintained a 2X growth rate quarter-on-quarter and cultivated strong affinity among GenZ women customers through strategic data and technology utilisation. Expanding rapidly, we’ve launched in four new cities and established five retail outlets in just 10 months.
Central to our success is a culture of mentorship that empowers young professionals to assume leadership roles. I’m dedicated to fostering a world-class team poised for global expansion within the next 2-3 years, solidifying NEWME’s position as a trailblazer in the fashion-tech landscape.
| Our trajectory was bolstered by a US $ 5 million seed funding round led by Fireside Ventures, enabling us to expand our team to over 150 full-time members. |
Divya Aggarwal, Creative Director, KAZO
Creative Force
As the Creative Director of KAZO, I’ve brought a transformative global perspective into our designs shaped by years studying abroad. Launching my own label was a career milestone, marked by relentless dedication to refining my artistic sensibilities over five years of industry experience. Looking ahead, our future plans are anchored in continued innovation and expansion. With the remarkable growth in sales, KAZO’s overall revenue grew by 25% in FY ’23-24 over the previous fiscal year, clocking a turnover between Rs.100 – 150 crore in FY ’23-24. This year marks a pivotal moment as we embark on a substantial expansion of our physical presence in India.
We are set to open 10 new exclusive brand outlets (EBOs) and 20 new shop-in-shop (SIS) counters, further strengthening our network to 75+ EBOs and 140+ SISs. This amplification ensures wider accessibility for our valued customers, expanding our total points of sales to 215+ and reinforcing our commitment to delivering exceptional shopping experiences.
One of our standout achievements has been the Flower Power campaign, which we achieved not just by elevating brand awareness but also by empowering women with confidence and positivity.
Ankit Aggarwal, CEO & Director, Shivalik Group
Sustainability Champion
Shivalik Group of companies is diversified into Textiles, Real Estate, Pharmaceuticals and Education. Since our humble beginning in 2007 with a Rs.20-30 crore revenue, the group has grown multifold over the last 17 years and is now ranked amongst the top five garment export companies in India. We now employ over 18,000 people across our group companies.
I am a strong advocate for sustainable production methods and have made significant efforts to save energy and water. We have installed 3.5 MW solar capacities and Zero Liquid Discharge and STP plants, which recycle around 35 to 40 lakh litres of water daily. We also produce garment products from recycled PET bottles and recycled used cotton garments, which greatly helps in achieving the tough sustainability goals we set for our company.
I believe that the attitude of the top management is what sets successful companies apart from the crowd. The Bronze Trophy for the highest global exports, with a turnover of Rs.1600 crore in 15-17 years, is indeed an achievement for our company.
As a family-owned business, we take pride in our values of integrity, innovation and social responsibility. My personal interest in organic farming and our vision to diversify into organic products resonate deeply with our commitment to a better, sustainable world. Aligning with initiatives like Make in India, we have strengthened our supply chain within the country, supporting numerous SMEs and promoting local production of raw materials.
| We have installed 3.5 MW solar capacities and Zero Liquid Discharge and STP plants, which recycle around 35 to 40 lakh litres of water daily. |
Sonal Agarwal, Co-founder & Head of Design, Campus Sutra
Design Pioneer
Growing up in a small town with limited career options like CA, engineering, or medicine, I have always felt different.
Design wasn’t seen as a viable profession, but for me, creativity was a way of life. This passion led me to NIFT, where I honed my skills and found my true calling. After graduating from NIFT, I gained valuable experience working with Titan and Quetzel and expanded my horizons through various freelance projects.
The real turning point came when I co-founded Campus Sutra, starting from a modest 400 sq.ft. office. My vision was to revolutionise fashion merchandise, providing the best to fashion lovers. Today, Campus Sutra stands as one of the largest D2C set-ups in the country, with a sprawling 1.5L sq.ft. facility dispatching 25,000 orders daily. We’ve shipped over 8 million orders and our products are available in more than 500 leading retail outlets across India and the Middle East. We proudly hold the title of category leader on platforms like Myntra, Ajio, AZ and FK. Notably, we’re the only digitally native brand present in 22 countries worldwide.
As Campus Sutra’s Head Designer, I have also led the creation of our in-house studio, which now serves not only our brands but also other major brands in similar industries. Watching the company grow to over 300 employees and achieving greater than 400 crore ARR (Accounting Recurring Revenue) has been incredibly fulfilling.
We aim to become a Rs.1000 crore revenue bootstrapped company in the next 2-3 years.
Amrit Sethia, Vice President, SOIE – Ginza Industries
Lingerie Innovator
After completing my bachelor’s degree in engineering, later I pursued a Master’s degree in Management from Warwick Business School in the United Kingdom. Following my return, I dove headfirst into the family business, starting at the production level and rising through the ranks to become the head of the brand.
I have led SOIE with consistent double-digit growth at the back of strong demand generated from launching new products that led to production capacity increment from 1000 pieces per day to 5000 pieces per day.
I, along with my team, positioned SOIE as a distinguished brand that provides a comprehensive selection of lingerie, activewear, swimwear and sleepwear for women by adopting omnichannel strategy and ensuring strong online and offline presence. We have dispatched over one million orders in the last three years, establishing SOIE as a leading lingerie brand. At the moment, our in-house brand SOIE contributes approximately Rs.30 to Rs.35 crore in overall revenue.
In the pre-pandemic era, we were present in central shopping areas, prominent locations and lifestyle stores such as Pantaloons, Central, Shoppers Stop etc. across India covering approximately 98 stores as part of the LFS (Large Format Store) retail format and consistently ranking amongst the top two brands by sales in some stores. Today, the offline footprint of SOIE is focused around Multi Brand Outlets and has grown beyond 1000 multi-brand stores covering the entire landscape of India.
While offline was gaining good momentum, we shifted our focus towards developing the online business to tap exponential growth. This change aimed at enhancing SOIE’s visibility establishing it as a D2C brand and with presence on prominent e-commerce platforms.
I believe that problems shouldn’t be tackled in isolation; instead, teamwork and discussion are key to finding feasible solutions. Collaboration always leads to a resolution. For me, decision-making is a collective process, as doing it alone can result in poor business outcomes.
We are actively working to expand our offerings within existing categories, especially activewear. We have planned the introduction of many new and improved products that will offer greater comfort and better aesthetics, set to launch in the coming months.
| “At the moment, our in-house brand SOIE contributes approximately Rs.30 to Rs.35 crore in overall revenue.” |
Shivani Aggarwal, Founder, ANI CLOTHING
Brand Builder
My journey with ANI began at Parsons School of Design in New York, where I started designing captivating collections. The name ‘ANI’ is an abbreviation of my name, representing the essence and soul of my journey.
With internship experience in European ready-to-wear brands like Bershka, Stradivarius, Promod, Mango and New Look, I have a deep understanding of quality and the domestic market’s demands in relation to the western world. Four years ago, I founded ANI as a one-woman army, managing everything on my own. I envisioned ANI as a large tech-driven company and I began recruiting top talent. My goal, as I often say, is to have a team of & Charlie’s Angels, allowing them to excel in their respective areas. Starting ANI at 21 presented challenges; advice from older mentors was valuable, yet I learned to trust my instincts and confidently saying no when needed. To achieve our target of Rs.80-100 million in turnover, we prioritised marketing and quality. We focused on collaborations, expanding our social media presence and allocated the maximum budget to marketing. Looking ahead, ANI is gearing up for global expansion. Our vision includes solidifying our presence in international markets and continuing to innovate in the fashion industry.
Amit Khullar, CEO, Floreal Group
Resilient Leader
At 18, I stepped into the professional world, my diploma in textile technology in hand and a fire in my heart to make a difference.
My professional growth accelerated in Chandigarh, where I learned the intricacies of knitting. Seeking greater challenges, I moved to Delhi, where I spent countless hours mastering programming and garment-making. An Italian designer recognised my potential and encouraged me to train in Japan, which was followed by a sponsored education in fashion at Florence.
Florence was a turning point. Surrounded by history and global peers, I soaked in the essence of fashion, contributing to projects for iconic brands. The confidence and knowledge I gained there were monumental, but it was the belief of my mentors that truly empowered me.
Post-Florence, I started working with a Japanese company, embarking on a journey that had me travelling for almost 10 months a year. It was during a mission to Mauritius, at Floreal, that I was presented with a job opportunity.
At Floreal, a company of CIEL Textile, I found my calling. The group’s commitment to innovation and excellence resonates with my own values. Together, we create over 43.5 million garments annually, crafted with passion by our 23,000 talents across 19 production units in Mauritius, Madagascar, India and Bangladesh. Leading Floreal Group, I guided the company through the pandemic, transforming a daunting MUR 300 million loss in FY 2020 into our most successful financial year in FY 2021 with MUR 201 million profit. It was a testament to the resilience and unity of our team and the strategic partnership we share at CIEL Textile.
My journey from a young boy from Chandigarh to the CEO of Floreal Group is a testament to the power of dreams and the strength found in partnerships. It’s a story of transformation, driven by passion, hard work and the unwavering support of those who believed in me.
As we continue to improve Fashion, everyday, I am reminded of the collective effort it takes to make a difference.
| I guided the company through the pandemic, transforming a daunting MUR 300 million loss in FY 2020 into our most successful financial year in FY 2021 with MUR 201 million profit. |
Udit Todi, Executive Director, Lux Industries
Profit Maximiser
I’m privileged to serve as the Executive Director at Lux Industries Limited, home to iconic brands such as Lux Venus, Lyra, Lux Inferno, Lux Nitro and Lux Rainwear.
From the outset, one of my primary focuses has been on leveraging technology to streamline processes and drive efficiency. Introducing innovative solutions like automated workflows and data analytics tools not only enhanced our operational efficiency but also empowered our teams to make data-driven decisions, leading to significant revenue growth and improved customer satisfaction.
Over the fiscal year 2024, Lux Venus experienced 15% increase in volume growth compared to FY ’23, Lyra achieved an 11% growth rate and Inferno showed a 7% growth trajectory. Our overall volume growth stands at an impressive 14%. Notably, our profitability has soared, witnessing an increase of 10.9%. Furthermore, I am proud to mention the successful creation and management of a treasury corpus exceeding Rs. 200 crore, achieved with minimal borrowings. This accomplishment has established us as a debt-free and cash-rich entity.
Looking ahead, we aim to explore new markets, both domestically and internationally, capitalising on our existing strengths while also diversifying our offerings to cater to evolving customer needs.
(With exclusive inputs by Karan Nangia)
