Brands
“At Overdrive, women lead the charge at every level of our operations”: Arushi Kalsi
Mumbai: Overdrive, a compelling brand nestled under the esteemed Metro & Metro group, is far beyond a footwear label – it’s a fusion of elegance, sustainability, and a catalyst for women’s empowerment. Founded in 2018 by Arushi Kalsi, Overdrive seamlessly weaves timeless fashion with a profound commitment to environmental consciousness and uplifting women.
Kalsi carries forward the Kalsi legacy with an entrepreneurial spirit that echoes the words of the renowned shoe designer Salvatore Ferragamo, “Shoes transform your body language and attitude. They lift you physically and emotionally.” Her journey began at Mayo College Girls School, traversed through Delhi University, and further studies at Harvard, where she honed her business acumen. She refined her expertise in the field with esteemed brands like Peter Kaiser and Deichmann in Europe, solidifying her understanding of the industry.
Indiantelevision.com had the privilege of speaking with Overdrive Shoes founder Arushi Kalsi about her remarkable journey towards integrating sustainability into her brand ethos. During the conversation, she provided a comprehensive overview of her brand’s commitment to environmental stewardship, women empowerment and lot more…
Edited excerpts
On integrating sustainability into your brand identity while maintaining a focus on elegant fashion
When crafting a brand, our mission is to offer footwear that not only aligns with contemporary trends but also provides unparalleled comfort and adheres to environmental imperatives. Our approach to sustainability is a meticulous balance of engineering and design. Our dedicated German engineers work tirelessly to ensure our shoes are eco-friendly, utilizing cutting-edge sustainable materials and processes. Meanwhile, our head Italian designer infuses each pair with timeless elegance and style, proving that eco-conscious fashion can be both beautiful and luxurious. This harmonious blend of innovation and artistry defines our brand, making sustainability synonymous with sophistication.
On Overdrive contributing to women’s empowerment, both within its own operations and in the broader community
At Overdrive, women lead the charge at every level of our operations, from administration to the workforce. We believe that women’s empathy and insight are crucial at all stages of management and production. By fostering a workplace where women thrive, we not only champion gender equality within our company but also inspire and support women’s empowerment in the broader community.
On steps you have taken to ensure transparency in empowerment initiatives
To guarantee transparency in our empowerment initiatives, we’ve implemented several key steps. First, we regularly publish detailed reports on our progress and outcomes, which are accessible to all stakeholders. Second, we hold open forums and meetings where employees and community members can voice their opinions and offer feedback. Lastly, we collaborate with independent auditors to review and verify our practices, ensuring that our efforts are both genuine and effective. This multi-faceted approach ensures that our commitment to empowerment is clear, accountable, and continually improving.
On engaging with customers to foster a sense of shared purpose and commitment to its values
As a footwear brand, we engage with our customers to create a shared sense of purpose and commitment to our values in several meaningful ways. We start by actively communicating our sustainability and empowerment initiatives through our social media channels, newsletters, and online shopping experiences. Additionally, we provide transparency about our production processes and the positive impacts we make, fostering a deeper connection and trust. By creating a community where customers feel involved and informed, we cultivate a collective commitment to our brand’s values.
On the future plans you have in terms of expanding its impact on sustainability and women’s empowerment
As a conscious footwear brand for men, our future plans to expand our impact on sustainability and women’s empowerment are ambitious and forward-thinking. We aim to increase the use of eco-friendly materials and innovative, sustainable technologies in our production processes. Additionally, we plan to launch new initiatives that support women’s empowerment, such as partnering with organizations dedicated to women’s education and career advancement in the fashion industry. We also intend to expand our leadership programs within the company to ensure more women have opportunities to rise to key positions. By continuing to push the boundaries of sustainability and championing women’s roles in our industry, we strive to make a lasting, positive impact.
Brands
Dunkin’ Donuts to exit India as Jubilant FoodWorks ends 15-year franchise deal
The quick service restaurant giant is ending a 15-year franchise partnership with the American doughnut chain, even as it renews its Domino’s agreement for another 15 years
NOIDA: Dunkin’ is done in India. Jubilant FoodWorks Ltd, the country’s leading quick service restaurant operator, has decided not to renew its franchise agreement with the American coffee and doughnut chain, and will wind down its Indian stores in a phased manner before December 31, 2026, bringing a 15-year partnership to a quiet, loss-laden close.
The decision, approved by JFL’s board on March 30, 2026, ends a relationship that began with a Multiple Unit Development Franchise Agreement signed on February 24, 2011. JFL will now evaluate and undertake what it described in a regulatory filing as the “rationalisation and/or cessation of certain operations and/or sale, transfer or disposal of assets and/or assignment or transfer of franchise rights,” all in consultation with Dunkin’s brand owners and strictly within the terms of the original agreement.
The numbers tell the story bluntly. In the financial year 2024-25, Dunkin’ India posted a revenue of Rs 37 crore against a loss of Rs 19 crore — a haemorrhage that was always going to test the patience of a parent company recording revenues of Rs 6,104 crore and a profit of Rs 194 crore in the same period. Doughnuts, it turns out, were never going to move the needle.
The contrast with JFL’s handling of its other marquee franchise could hardly be sharper. Even as it walks away from Dunkin’, the company has just doubled down on Domino’s, signing a fresh Master Franchise Agreement on March 31, 2026, granting it exclusive rights to develop and operate Domino’s Pizza stores in India for 15 years, with an option to renew for a further 10.
JFL, incorporated in 1995 and promoted by the Bharatia family, operates a network of more than 3,500 stores across six markets — India, Turkey, Bangladesh, Sri Lanka, Azerbaijan and Georgia. Its portfolio includes Domino’s and Popeyes on the global side, and two home-grown brands: Hong’s Kitchen and COFFY, a café brand in Turkey.
For Dunkin’, India was always a stretch. The brand never quite cracked the cultural code in a market where filter coffee and chai command fierce loyalty and where the doughnut remains, at best, an occasional indulgence rather than a daily habit. Fifteen years, mounting losses and a parent with better things to spend its capital on was always going to be a difficult equation to solve.
The doughnut has had its last day. The pizza, however, is staying.
