100x Your Brand in 60 Minutes with These PROVEN Tactics

Narayanan says he left consulting for Myntra because fashion e-commerce was a large market at an inflection point, and because he liked the people he would work with. He treats a growing market and good colleagues as the two reasons for a big career move.

He says India has manufacturing, design and sourcing strengths but few global consumer brands. He argues data lets a company understand consumers anywhere, delivery is cheaper to reach, and ambition has been the gap. This is his thesis about opportunity, not a guarantee.

He contrasts his approach with Thrasio-style aggregation, saying his company stayed in two spaces, lifestyle and health and wellness. It bought about 20 brands, then cut to about 10 after finding focus mattered. He says building a 50 crore or a 1,000 crore brand takes similar effort.

Narayanan says picking a niche gives better unit economics and lets a company invest back in brand. His example is a peanut butter brand for gym-goers that he says holds about 22 percent market share. He cites no oil separation and a chocolate version with less than 10 percent sugar as consumer-insight features.

He says a niche leader can widen its market by going to other countries such as the Middle East and then to adjacent products like protein bars. He estimates each step adds hundreds or thousands of crores to the addressable market. These are his plans and figures, not results.

Narayanan describes a party-supplies brand in a space of many small street sellers where nobody built a brand. He says it needs 2,000 to 5,000 products and heavy technology but has high gross margins and customers who care more about quality, design and on-time delivery than price.

He says 100 crores is the first milestone and a brand has arrived at 1,000 crores. He wants to build a company that lasts 50 to 100 years and hopes to take it public. This is an ambition he states, not a forecast.