Brands
Harleen Bhatti hops onto Honasa Consumer
MUMBAI: Harleen Bhatti has taken the reins as vice president of direct-to-consumer operations at Honasa Consumer Ltd, parent company of Mamaearth, stepping into the role this April after a nine-month stint at Wellbeing Nutrition.
The digital marketing maven brings impressive credentials from India’s consumer tech landscape, having previously served three years at The Good Glamm Group, where she built and led a 25-member team across D2C functions that directly impacted more than 60 per cent of the group’s revenue.
“My North Star metric is focused on achieving a target LTV:CAC ratio and ensuring a profitable recurring P&L,” Bhatti noted about her approach to digital growth—a philosophy that has served her well across stints at several high-profile consumer brands.
Before joining The Good Glamm Group, Bhatti spearheaded retention marketing at Lenskart.com, where she claimed to have generated a return on investment of 4x from customer relationship management channels. Her earlier career included roles at Cure.Fit’s Eat.fit division and Capillary Technologies.
Bhatti’s appointment comes at a crucial time for Honasa, which has been expanding its brand portfolio beyond its flagship Mamaearth line. Her extensive experience in performance marketing, customer acquisition and retention strategies could prove vital as the company looks to strengthen its direct-to-consumer operations in an increasingly competitive beauty and personal care market.
The digital growth specialist cut her teeth in strategy consulting at PricewaterhouseCoopers and investment banking at Copal Amba before finding her niche in consumer tech marketing. With her track record of driving profitability through data-driven customer engagement strategies, Honasa appears to be betting on Bhatti to help cash in on India’s booming D2C revolution
Brands
SpiceJet’s recovery takes flight as market share doubles
Domestic market share jumps from 1.9 per cent in September to 4.3 per cent by December
GURUGRAM: SpiceJet has staged a sharp domestic comeback, more than doubling its market share in just three months as rapid capacity expansion restores the airline’s presence across key routes.
India’s low-cost carrier lifted its domestic market share from 1.9 per cent in September 2025 to 4.3 per cent by December, driven by a 56 per cent rise in capacity during the third quarter following the induction of 16 aircraft.
The capacity surge translated into a broader network, tighter schedules and stronger passenger traction, helping the airline regain lost ground in several high-traffic markets.
Momentum has continued into the current quarter. SpiceJet doubled its available seat kilometres (ASKMs) from about 55 crore to 105 crore, marking a significant strengthening of its operational footprint. Over the full year, the airline plans to more than double capacity again, targeting 220 crore ASKs by winter 2026 and operating over 300 daily flights.
To support the expansion, SpiceJet is working to scale its fleet to around 60 aircraft through a mix of wet and damp leases, alongside the phased return of grounded planes. The airline has also signed a memorandum of understanding for the induction of 10 additional aircraft.
SpiceJet chief business officer Debojo Maharshi, said the rapid rise in market share reflected steady progress in rebuilding capacity and restoring network depth. The airline’s focus, he added, remained on improving reliability, strengthening connectivity and scaling operations in a measured and sustainable manner.
