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
Devyani International Ltd plans three-subsidiary merger to streamline operations
QSR operator moves to streamline structure and unlock operational synergies
Devyani International is tightening its corporate kitchen. The quick-service restaurant operator has approved a scheme to merge three subsidiaries—Sky Gate Hospitality, Blackvelvet Hospitality and Say Chefs Eatery—into the parent company in a bid to simplify its structure and sharpen operational efficiency.
The decision was cleared at a board meeting on March 10 and disclosed in a regulatory filing to the stock exchanges. The merger will take effect from April 1, 2025, subject to statutory approvals.
All three transferor companies are direct or indirect wholly owned subsidiaries, meaning no fresh shares will be issued and the shareholding pattern of Devyani International will remain unchanged once the scheme is completed.
The subsidiaries together operate more than 100 outlets—including dine-in restaurants and cloud kitchens, spread across over 40 cities such as Delhi NCR, Mumbai, Kolkata and Bengaluru.
Devyani International, the largest franchisee of Yum Brands in India, said the consolidation is aimed at generating operational synergies, optimising resource utilisation and reducing layers within the corporate structure.
Financially, the move brings together businesses of varying scale. As of March 31, 2025, Devyani International reported a net worth of Rs 10,381.02 million and turnover of Rs 33,493.33 million. Sky Gate Hospitality posted a net worth of Rs 761.14 million with turnover of Rs 2,657.57 million, while Blackvelvet Hospitality and Say Chefs Eatery reported smaller operations and negative net worth.
The merger will consolidate these operations under a single corporate umbrella as the company sharpens its focus on scale and efficiency.
Devyani International currently runs more than 2,000 outlets across over 280 cities in India, Nigeria, Nepal and Thailand. Its portfolio includes franchise rights for brands such as Pizza Hut, KFC, Costa Coffee, Tea Live, New York Fries and Sanook Kitchen, alongside its own food brands.
With the paperwork underway and approvals pending, Devyani is essentially clearing the corporate clutter—turning three subsidiaries into one tighter, leaner operation. In the QSR world, even the back office needs a spring clean.
