In the wake of the pandemic, a surge in health-conscious living has redefined priorities, sparking a notable interest in mindful eating and sustainable lifestyles. Capitalizing on this wave, Delhi-based start-up TheGoodFat, founded by Uditya Sharma and Radhika Kohli in January 2022, has emerged as a customer-centric marketplace, spotlighting over 100 local vendors across India. This innovative venture focuses on curating and showcasing artisanal foods crafted by skilled food artisans, presenting a unique blend of tradition and innovation.

TheGoodFat operates on a dual front, employing an ecommerce marketplace that delivers products to the Delhi/NCR region and a distinctive “gourmet-store-on-wheels” concept. The latter involves fully air-conditioned trucks traversing the Delhi-NCR region, showcasing and selling gourmet products directly to customers. The start-up’s mission is to provide visibility and warehousing solutions to local vendors who often lack a significant brand presence. The curated products hail from diverse corners of the country, ranging from cheese in Uttarakhand and Kashmir to mustard sauce in Kodaikanal and pickles in Lakshadweep.

Uditya Sharma’s journey into the world of gourmet foods is marked by a unique transition. Initially involved in the energy sector and family business of coal imports, Uditya made a conscious shift to the Food & Beverage industry. This transition was fuelled by his passion for healthy foods and a desire to contribute to the industry differently. Co-founder Radhika Kohli, with a corporate background and previous entrepreneurship experience in hand-made paper business, complements Uditya’s vision for TheGoodFat.

With a keen eye for quality, Uditya and Radhika adopt a meticulous approach to curate products for TheGoodFat. A rigorous screening process ensures that the products meet specific criteria, including the absence of trans fats, preservatives, and adherence to non-GMO and organic standards. The startup broadly categorizes its offerings into 12 segments, covering bakery, cold cuts, fresh produce, cheese, vegan, keto, baby food, and even pet food.

Bootstrapped at present, TheGoodFat envisions expanding its footprint across Tier II cities like Noida, Faridabad, Chandigarh, and Ludhiana over the next two years. The goal is to add more than 50,000 users and on board 300 additional vendors. Further expansion plans include launching in major metropolitan areas such as Mumbai, Bangalore, and Pune within the same time frame. Despite already receiving interest from other metros, the start-up is strategically pacing its expansion based on the availability of warehousing solutions.

Since its inception in January 2022, TheGoodFat has generated approximately Rs 40 lakh in revenue. With an average of 50 to 60 orders daily, both online and offline, the start-up boasts an average ticket size of around Rs 2,200. Operating with an initial capital of Rs 80 lakh, the major expenses for the gourmet grocery brand have been warehousing solutions and the full-stack trucks equipped with chillers and deep freezers. The start-up currently hosts around 100-105 brands and 15,000 SKUs, with plans to add 300 more small brands in the near future.

As a capital-intensive business, TheGoodFat is actively exploring funding opportunities to fuel its growth. The founders are in discussions with potential investors, considering the capital-heavy nature of the business. Additionally, there are exploratory discussions with quick commerce startups, indicating potential partnerships that could expedite TheGoodFat’s growth trajectory.

In essence, Uditya Sharma and Radhika Kohli are not just orchestrating a marketplace; they are crafting a culinary experience that connects consumers with the diverse flavors of India. TheGoodFat’s commitment to empowering local artisans, promoting healthy living, and creating a unique shopping experience positions it as a noteworthy player in India’s evolving gourmet food landscape.

Let’s delve into the details of how this direct-to-consumer (D2C) makeup brand has navigated challenges and carved a distinctive path in the beauty and cosmetics industry. SUGAR Cosmetics has witnessed a noteworthy improvement in its bottom line, boasting a remarkable 15% growth in FY23, according to Vineeta Singh and Kaushik Mukherjee. While specific financial figures were not disclosed, the co-founders highlighted a significant reduction in cash burn, paving the way for enhanced profitability. Vineeta Singh, the CEO of SUGAR Cosmetics, expressed confidence in achieving profitability within the next two to three months, driven by the company’s impressive 75% gross margin.

Despite experiencing substantial revenue growth, SUGAR Cosmetics grappled with elevated advertising and branding expenses in FY21 and FY22, constituting 20%-30% of total expenditures in both years. Mukherjee, the COO of SUGAR, revealed that the company has now gained control over these costs, benefiting from the increased scale of distribution channels. The strategic allocation of investments in infrastructure, particularly offline stores and marketing, contributed to building scale and optimizing distribution costs.

SUGAR Cosmetics marked a significant milestone with the inauguration of its 200th exclusive retail store in Bengaluru, underscoring the success of its aggressive offline expansion strategy. In the past 12 months alone, the company has opened 100 stores across India, reinforcing its commitment to reaching consumers through diverse touch points. The offline approach has played a pivotal role in propelling SUGAR to achieve Rs 100 crore in annual revenue within just four years, surpassing the milestones set by legacy cosmetic brands.

More than 60% of SUGAR’s sales originate from Tier II and III towns and cities, reflecting the brand’s resonance in non-metro areas. Singh emphasized the unique shopping behaviour of consumers in these regions, where physical stores wield significant influence compared to online platforms. With over 70% of retail touchpoints strategically positioned in Tier II and III cities, SUGAR Cosmetics has successfully tapped into the burgeoning beauty market in these regions.

Looking forward, SUGAR Cosmetics aims to steadily expand its offline presence, focusing on the evolving demands and preferences of consumers. While the co-founders refrained from specifying numerical targets, they expressed a commitment to balanced and sustainable growth. Additionally, Singh mentioned the company’s contemplation of a public listing within the next two to three years, contingent on favourable market conditions.

Despite the influx of beauty brands in the Indian market, Singh and Mukherjee remain unfazed by the competition. They believe that the total addressable market is expansive enough to accommodate multiple players. Singh, envisioning SUGAR among the top three makeup brands in India within five years, emphasizes the brand’s potential to become the largest in the next 5-10 years. With a focus on the burgeoning middle class and the increasing consumption trends driven by the youth, SUGAR Cosmetics is poised for sustained success.

In conclusion, the journey of SUGAR Cosmetics under the leadership of Vineeta Singh and Kaushik Mukherjee exemplifies strategic vision, adaptability, and a customer-centric approach. As the brand continues to innovate and expand its footprint, it stands as a testament to the transformative power of direct-to-consumer models in the beauty and cosmetics industry.

Chef Radhika Khandelwal, the culinary force behind Fig & Maple and Ivy & Bean, embarked on her culinary journey in 2008 in Melbourne, emerging as a true pioneer in the field. With a commitment to local, sustainable, and seasonal cooking, Chef Khandelwal’s early years in Australia shaped her culinary beliefs, offering her a platform to champion these practices in India. Today, she stands as a trailblazer, challenging norms and creating inclusive spaces for women in the culinary industry.

Over her 17-year culinary career, Chef Radhika Khandelwal has witnessed a significant shift in the industry’s landscape, particularly concerning the representation of women. “In the past 17 years that I have been cooking, I have seen a massive increase in the number of women in the industry, with a large population having made it to the top,” she notes. However, she emphasizes that the industry’s transformation depends on the establishments and cities creating a safe and supportive environment for women to thrive.

“When it comes to women in the kitchen, it is upon the establishment that they work at and the city they live in to create a safe space for them to thrive,” Khandelwal asserts. While progress is evident, challenges persist, including societal expectations and family pressures that act as hindrances for women pursuing careers in the culinary world. In India, the culinary industry continues to grapple with societal expectations and family pressures that disproportionately affect women. Chef Radhika Khandelwal sheds light on these challenges, stating, “In order to work restaurant hours, women need support from their families, have a safe commute and be in a comfortable environment at work. Unfortunately, despite there being an increase in the number of women in the industry, it’s nowhere close to what one would like it to be.”

The need for a supportive ecosystem that accommodates the unique challenges faced by women in the culinary profession remains a crucial aspect of fostering diversity and inclusion in the industry. In an effort to challenge norms and create inclusive spaces, Chef Radhika Khandelwal, along with other chefs like her, is actively working to bring about change. When she began hiring in 2019, she was resolute in her decision to establish an all-girls kitchen—a social experiment aimed at addressing gender imbalances within culinary spaces. This initiative reflects her commitment to breaking stereotypes and paving the way for more women to take the lead in professional kitchens.

Chef Khandelwal’s approach serves as an inspiration for the industry, encouraging a shift towards more inclusive and diverse culinary spaces. By actively creating opportunities for women and challenging established norms, she contributes to the ongoing evolution of the culinary landscape in India.

Chef Radhika Khandelwal’s journey is not just one of culinary excellence but also a testament to her commitment to inclusivity and sustainability. As she continues to pioneer sustainable practices and challenge gender norms in the culinary industry, Chef Khandelwal emerges as a culinary visionary shaping the future. Her initiatives, from championing sustainable cooking to creating all-girls kitchens, demonstrate a dedication to fostering positive change and creating a more equitable space for women in the vibrant world of Indian kitchens. Chef Radhika Khandelwal’s legacy is not only in her culinary creations but also in the transformative impact she is making on the culinary landscape in India.