Impact

Scale

70+ D2C brands

across the warehouse network.

₹1 Cr monthly D2R GMV

within six months of launch.

Burn → Breakeven → Profitability

The business

                    WHEREHOUSE

              ┌─────── D2C ───────┐
              │                   │
          Warehousing         Fulfilment
              │                   │
              └───────┬───────────┘
                      │
                SAME NETWORK
                      │
              ┌───────┴────────┐
              │                │
          Same-day            D2R
          delivery        ₹1 Cr / month

The same warehouses, inventory and logistics infrastructure supported both businesses.

How things changed

Bangalore ran without me within 3 months I joined. Kolkata was launched fully remote.

Company-level profitability told us how the business was doing. Warehouse-level profitability told us what to fix.

Growth used to depend on brands growing on their own. Direct-to-Retail gave us a second lever.

Invoices used to go out in the third week of the following month. They started going out in the first few days.

The same order used to get typed multiple times. Eventually it got entered once.

Pricing used to vary by brand. It became tied to cost and volume.

A brand generating strong revenue could still be losing money, and now that was visible.

Warehouse utilisation stopped being just a capacity number. It became part of the economics.

What the numbers don’t show

A warehouse could run after the person who set it up moved on.

A new city could be launched without moving the team there.

A salesperson could enter an order once instead of passing the same work to operations.

A large brand could be worth less than its revenue suggested.

A process could stop depending on someone remembering how it worked.