The BarberShop with Shantanu

₹15Cr Indian Toy Brand vs Chinese Toys: Solving Zero Repeat Rates Post-Shark Tank|Ft. Aditya Sehgal

₹15 Cr in revenue.A crowded toy market. And a big ambition to build a brand that can go global.In this episode, Yash Thombare and Vedang Nalawade, Co-Founders of Clapstore Toys, join Shantanu Deshpande (Founder & CEO, Bombay Shaving Company) along with Aditya Sehgal (Founder, Asgard. world | Ex-President & COO, Reckitt) for a sharp conversation on building a fast-growing toy brand focused on affordable, mass-market products for Indian families.From vendor dependence and manufacturing choices to distribution and category expansion, the panel breaks down the real decisions founders face while growing a D2C brand.They also tackle a tough reality in categories like toys, where repeat purchases are limited, and competition is often generic. Also, for Clapstore, the path to competing globally lies in continuous product innovation. Problems we solve in this episode:1. What should founders prioritise to scale from ₹15 Cr to ₹50 Cr?2. In low-repeat categories, should founders focus on repeat purchases or customer acquisition?3. As a brand scales, should founders own manufacturing or outsource it?4. How to Design Products When Buyer and User Are Different?If you're building a D2C brand, consumer startup, or manufacturing-led business, this episode offers a practical look at the real decisions founders face while scaling!Navigate your way through these chapters00:00 Coming Up01:00 Introduction01:48 The Vision Behind Clapstore04:36 Scaling from ₹15Cr to ₹50Cr13:17 Repeat Purchases or Customer Acquisition?18:51 How Unique Design Language and Partnerships Drive Growth31:30 Own Manufacturing or Outsource?39:06 Innovation or Manufacturing: Clapstore’s Moat44:20 Designing Products When Buyers Aren’t Users48:55 Closing Thoughts

Scaling a Fashion Brand Profitably: Finding PMF & Making Data-Driven Decisions

This episode explores the realities of building a modern apparel brand from zero.Sanya and Adit, founders of Cove & Lane, are building a modern, quiet luxury clothing brand for ambitious professionals. Timeless pieces designed for people moving from boardrooms to social evenings.They join experts, Shantanu Deshpande (Founder & CEO, Bombay Shaving Company), along with industry leaders Shiv Shivakumar (Operating Partner, Advent | Ex-SVP, Nokia | Ex-CEO (India), PepsiCo) and Toshan Tamhane (Ex-McKinsey Senior Partner | Global Chief Operating Officer, UPL) for a sharp conversation on what it really takes to build a consumer brand.From repeat purchases and referrals to customer psychology and status signalling, the panel breaks down how founders can identify what is actually working. They also unpack a critical founder dilemma:Should early startups prioritise growth or profitability?Problems we solve in this episode:• How do you measure product-market fit in a D2C fashion brand?• How should founders use data when the sample size is small?• When scaling a startup, how do you balance growth and profitability?If you're building a D2C brand, consumer startup, or fashion business, this conversation will sharpen how you think about scaling.Navigate through the chapters and watch till the end

How can bootstrapped Solara scale from ₹100 Cr to ₹1,000 Cr?

This episode goes inside the real shift from founder hustle to founder design.Gopal built SOLARA by staying close to operations in the early years. Today, his role has shifted. He focuses on growth, while others run execution. But that transition is not automatic. As a founder, you are constantly switching between operator, shareholder, and long-term architect. The hard part is knowing when to step back and let specialists take over.He joins Shantanu Deshpande, along with Shiv Shivakumar, Operating Partner at Advent International, and Toshan Tamhane, COO at UPL Group, for a candid conversation on scaling in a changing consumer market.From bootstrapping decisions to the ₹500 crore acquisition question, from hiring senior leaders to building culture without bureaucracy, the discussion goes deep into how consumer brands must evolve.They also unpack a powerful external trend: the rise of the open kitchen. Appliances are no longer hidden utilities. They are visible, aesthetic, and part of lifestyle identity. Water purifiers, drinkware, and kitchen equipment have shifted from commodities to fashion. When the kitchen becomes open, the product must earn pride of place.Problems we solve in this episode:1. Should you bootstrap to ₹500 crores or raise capital to hit ₹1,000+ crores faster?2. Will a celebrity endorsement build trust, or are regional micro-influencers the smarter bet?3. When should you hire senior talent from outside without breaking your startup culture?4. Do experience stores make sense for a digital-first brand going offline?If you are building a consumer brand navigating scale, capital, and positioning in a more design-conscious India, this episode will sharpen your thinking.

Shark Tank’s GOAT Life Gets a Reality Check on Its ₹1 Cr to ₹10 Cr Scale-Up Strategy Ft. Yash Kalra

This episode goes inside the realities of scaling a D2C brand.Yash Kalra, Founder of Goat Life, started his journey in Kota. Before crores in monthly revenue and national visibility, there were 80 plus offline events and constant product iteration.He joins Shantanu Deshpande and Aditya Sehgal, Founder, Asgard.world and Ex-President & COO, Reckitt, for a direct conversation on what it really takes to scale. They challenge assumptions, question positioning, and examine the shift from founder hustle to structured growth.Problems that we solve in this episode: - How should founders prioritise operations and capacity when demand spikes overnight?- As a content led brand scales, what must stay founder led to keep the voice authentic?- When does a niche brand know it has gone deep enough to expand wider into new categories?- If you are building a consumer brand and navigating growth decisions, this episode will sharpen your thinking.Navigate through the chapters and watch till the end00:00 Coming Up01:43 Introduction04:07 From GO OAT to Goat Life06:40 Products, Flavours & Packaging08:31 Sales Split Across Channels & AOV10:50 The “Ompi” Story × Shantanu12:14 Is GOAT LIFE Truly Just a Breakfast Company?13:42 SKU Mix: Assorted Packs vs. Singles14:57 Limited Drops Strategy19:16 How to Expand Your Product Range?22:01 Breakfast or Oats?23:39 The Growth Formula27:37 Go Wide or Go Deep?39:47 Why the Current Team Setup Is Breaking40:07 How to Build a Good Team and Culture?50:33 The 3-Bucket Org Structure (Brand, Sales, Product)01:01:19 Working Capital and Demand Shocks

How a McKinsey Partner Lost 90% of His Savings & Turned Early Failures Into an IPO Dream | CleanMax

This episode is a personal one. Kuldeep Jain, Founder and MD at CleanMax | Former Partner at McKinsey & Company, was Shantanu Deshpande’s senior at McKinsey. They share a close bond, and Kuldeep has also invested in Bombay Shaving Company. That trust makes this conversation unusually honest.Kuldeep talks about leaving the safe path, early mistakes, and the phase where he lost 80–90% of his savings. He explains how CleanMax found its direction, how he thinks about hiring and culture, and what the IPO journey really looks like, including roadshows and pricing.What you’ll get from this episode:- Early failure, fear, and staying in the game- Hiring principles and culture built on trust- IPO reality, roadshows, and how pricing worksThey break down the IPO process for what it is: rigorous, compliance heavy, and all about trust. Even pricing is part art.If you want to build something that lasts, this episode is a blueprint.Link to DRHP: https://www.sebi.gov.in/filings/public-issues/aug-2025/clean-max-enviro-energy-solutions-limited_96203.html00:00 Trailer01:30 Early days at McKinsey07:10 Why CleanMax was needed11:13 CleanMax turning point14:20 How to build a strong company culture19:58 What is Ashirvad Day?27:53 From McKinsey colleagues to founders32:47 How to take your company to an IPO36:30 When to decide your company is ready to go public43:34 Going public and who plans to buy the shares51:52 Closing thoughts